A PROJECT REPORT On the Topic

“A STUDY ON CUSTOMER SATISFACTION WITH SPECIAL REFERENCE TO

MAHINDRA & MAHINDRA”

By

DIKSHITH NS

USN: ICR18MBA11

MBA 4th Semester

Submitted to VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Under the Guidance of

INTERNAL GUIDE EXTERNAL GUIDE

Prof. SANDEEP KUMARM. MR.RAJENDRAN M K

HOD Branch Manager

Department of Management India Garage Pvt.Ltd.

Studies Mysore.

CMR Institute of Technology

BENGALURU

CERTIFICATE

DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION

C M R INSTITUTE OF TECHNOLOGY

#132, AECS Layout, ITPL Main Road, Kundalahalli,

BENGALURU-560037

April 2020

A PROJECT REPORT On the Topic

“A STUDY ON CUSTOMER SATISFACTION WITH SPECIAL REFERENCE TO

MAHINDRA & MAHINDRA”

By

DIKSHITH N S

USN: ICR18MBA11

MBA 4th Semester

Submitted to VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Under the Guidance of

INTERNAL GUIDE EXTERNAL GUIDE

Prof. SANDEEP KUMAR M. MR. RAJENDRAN M K

HOD Branch Manager

Department of Management India Garage Pvt.Ltd.

Studies Mysore.

CMR Institute of Technology

BENGALURU

CERTIFICATE

DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION

C M R INSTITUTE OF TECHNOLOGY

#132, AECS Layout, ITPL Main Road, Kundalahalli,

BENGALURU-560037

April 2020

CERTIFICATE

This is to certify that DIKSHITH NS bearing USN 1CR18MBA11 is a bonafide student

of Master of Business Administration course of the Institute (2018-20 Batch), affiliated to

Visvesvaraya Technological University, Belagavi. Project report on “CUSTOMER

SATISFACTION WITH SPECIAL REFERENCE TO MAHINDRA &

MAHINDRA"

is prepared by him under the guidance of Mr. SANDEEP KUMAR M. in partial

fulfillment of the requirements for the award of the degree of Master of Business

Administration of Visvesvaraya Technological University, Belagavi in Karnataka.

Signature of Internal Guide Signature of HOD

Signature of Principal

Viva-voce Examination:

Signature of Internal Examiner with date:………………………………………..

Name, Designation & affiliation …………………………………………………

Signature of External Examiner with date:……………………………………….

Name, Designation & affiliation …………………………………………………

CERTIFICATE

DECLARATION

I, DIKSHITH N S hereby declare that the Project report entitled “A STUDY ON

CUSTOMER SATISFACTION WITH SPECIAL REFERENCE TO MAHINDRA &

MAHINDRA” prepared by me under the guidance of MR. SANDEEP KUMAR M. Head

of MBA Department, CMR Institute of Technology and external assistance by MR.

RAJENDRAN M K. Human Resources Manager, Indian Garage Pvt.Ltd. Mysore.

also declare that this project work is towards the partial fulfillment of the university

regulations for the award of degree of Master of Business Administration by Visvesvaraya

Technological University, Belagavi. I have undergone a summer project for a period of six

weeks. I further declare that this project is based on the original study undertaken by me

and has not been submitted to any other University/Institution for the award of any

degree/diploma.

Place: BENGALURU DIKSHITH N S

Date: USN: 1CR18MBA11

ACKNOWLEDGEMENT

I have been fortunate enough to get good timely advice and support from a host of people

to whom I shall remain grateful.

I take this opportunity to express my heartfelt thanks to Dr. Sanjay Jain, Principal, CMR

Institute of Technology, Bangalore, for his support and cooperation to undertake and

complete the project work.

I am extremely thankful to my Internal Guide, Prof. Sandeep Kumar, Head of the

Department of Management Studies and Research, CMR Institute of Technology,

Bangalore, for his advice and support throughout the completion of the project work.

.

I acknowledge the insights provided by my External Guide, Mr Rajendran M K Human

Resources Manager, India Garage Pvt.Ltd.Mysore. Which helped me to a great extent

in completion of the project work.

And finally, there is deepest of thanks for the patience and cooperation of the family and

friends, without whom the endeavor would not have been possible.

DIKSHITH N S

USN: 1CR18MBA11

TABLE OF CONTENTS

Chapter

No. CONTENTS

Page

No.

Certificate

Declaration

Acknowledgement

List of Table

List of Charts

EXECUTIVE SUMMARY 1

1 INTRODUCTION 1.1 Industry Profile

1.2 Company Profile & Dealer Profile

Promoters, Vision, Mission, Quality Policy. Products /

services, Infrastructure facilities, Competitors’ Dealer

information information, SWOT Analysis, Future

growth and prospects

2-23

2 LITERATURE REVIEW 2.1 About the topic

2.2 Literature Review

24-32

3 RESEARCH METHODOLOGY 3.1 Objectives of study

3.2 Purpose of the Study

3.3 Research Methodology Of The Study

3.4 Method Of Data Collection

3.5 Limitations of the Study

33-40

4 DATA ANALYSIS AND INTERPRETATION 41-50

5 SUMMARY OF FINDINGS, SUGGESTIONS AND

CONCLUSION 5.1 Findings of the Study

5.2 Recommendations

5.3 Limitations

5.4 Conclusion

5.5 Suggestion

51-58

BIBILIOGRAPHY 59

LIST OF TABLES

TABLE

NO

TITLE OF TABLE

PAGE NO

.

1 Table showing the Product Availability at India Garage – KUV100 20

2 Table showing the Product Availability at India Garage – Scorpio 20

3 Table showing the Product Availability at India Garage – Bolero

21

4 Table showing the Product Availability at India Garage – XUV 500 21

LIST OF CHARTS

GRAPH TITLE OF GRAPHS

PAGE NO

.

1 Data Analysis Survey Graph - 1 42

2 Data Analysis Survey Graph - 2 43

3 Data Analysis Survey Graph - 3

44

4 Data Analysis Survey Graph - 4 45

5 Data Analysis Survey Graph - 5

46

6 Data Analysis Survey Graph - 6 47

7 Data Analysis Survey Graph - 7 48

8 Data Analysis Survey Graph - 8

49

9 Data Analysis Survey Graph - 9

50

1

EXECUTIVE SUMMARY

Mahindra & Mahindra (M&M), the market leader in multi-utility vehicles in India. The company started

manufacturing commercial vehicles in 1945. Mahindra & Mahindra is the leader by far in commercial

vehicle and the second largest in the passenger vehicle market. The company is the world’s sixth largest

medium and heavy commercial vehicle manufacturing.

Mahindra is best known for utility vehicles and tractors in India, Its automotive division, the company's

oldest unit (founded in 1945), makes jeeps and three-wheelers (not passenger "auto rickshaws," but

utilitarian delivery and flatbed incarnations).

Today, company operations span 18 key industries that form the foundation of every modern economy:

aerospace, aftermarket, agribusiness, automotive, components, construction equipment, consulting

services, defense, energy, farm equipment, finance and insurance, industrial equipment, information

technology, leisure and hospitality, logistics, real estate, retail, and two wheelers.

Mahindra & Mahindra farm equipment sector, formed in 1963 during India's green revolution,

manufacture’s tractors and industrial engines. M&M also produces military vehicles. The company has

facilities located throughout India.

The survey involved gathering wide information about the company, its products, customer satisfaction and

impact of various competitive firms on the company.

From the information collected, various aspects were identified where the company needs to focus more to

improve the efficiency of marketing team of Mahindra Auto motives.

The research was conducted through collection of primary and secondary data. Secondary data was

collected through visiting various web sites, automobile magazines and other reliable sources. Primary data

was collected through a well-framed questionnaire, of which later a detailed analysis was done using

various statistical I.T. tools like MS Word and MS Excel.

On the basis, the secondary data analysis and the extensive analysis of the primary data, interpretations

were drawn for the questions and conclusion is drawn. Certain suggestions are also drawn from the

analysis to help.

Mahindra Auto motives to increase its market share in commercial passenger segment and

iv

MPVs.

The main research that followed is to know “Customer satisfaction towards Mahindra and Mahindra

SUV. Due to the limited resources and time constraints, the study was conducted within the area Mysore

and coorg.

Getting a new customer is difficult, than retaining a current customer is a more difficult one and not only

that it is estimated that the cost of attracting a new customer is five times the cost of retaining current

customer. It requires a great deal of effort to induce satisfied customer to switch away from their current

preference.

Thus, customer satisfaction is been given top priority in today’s competitive world. In view of this, a

detailed study of customer preferences, levels of satisfaction and their complaints and suggestions was

undertaken.

Mahindra and Mahindra Motors has a very good market share in the state of Karnataka for the SUV

segment. The company is offering good services, which is reflected on the satisfaction of the customer.

Majority of the customer are satisfied with the design of the vehicle and company is providing better

facilities compared with other Global brands.

2

CHAPTER-1 i

INTRODUCTION

3

INTRODUCTION

Customer iSatisfaction iis ithe ibuzzword iused iby ithe ibusiness i ipeople i ifor i ithe i isuccess i iof iorganization iin

ithe ipresent idays. iDue ito ithe iincreases i iof iheavy i icompetition i iin i ievery iproduct i i– iline iit ibecome idifficult

ifor ithe icompanies ito iretain ithe icustomers ifor ilonger itime. iSo iretain ithe icustomer ifor ilonger itime ithe

imarketer ihas ito ido ionly ione ithings ii.e. icustomer isatisfaction i.If icustomer iis ifully isatisfied iby ithe iproduct

iit inot i ionly i irub i ithe iorganization i isuccessfully i ibut ialso ifetch imany ibenefits ifor ithe icompany i i. iThey iare

iless iprocess isensitive i iand ithey iremain i icustomer ifor ia ilonger iperiod. iThey ibuy iaddition iproducts

iovertimes ias ithe icompany iintroduce irelated iproduce irelated iproducts i ior iimproved, i iso icustomer

i satisfactions i iis igaining i ia ilot i iof iimportance iin ithe ipresent iday. iEvery icompany iis iconducting isurvey

ion icustomer isatisfaction ilevel ion itheir iproducts. iTo imake ithe iproducts iup ito ithe isatisfaction ilevel iof

i customers.

This iproject iis ialso idone ito iknow ithe icustomers isatisfaction ion ithe iMahindra iand iMahindra

iAutomobiles. iThe iimpact iof iautomobile iindustry ion ithe irest iof ithe i ieconomy i ihas i ibeen i iso ipervasive

iand imomentous ithat iis icharacterized ias isecond iindustrial. i iIt iplayed i ia i ivital i irole i iin ihelping ithe ination ito

iproduce ihigher i value i good iand i services i and iin i ithe i ienhancing i itheir i iskills iand iimpose itremendous

idemand ifor iautomobile, ilot iof icar imanufacturers icompany i ifacing i icut ithroat icompetition iin ithe ifields

iof itechnology iand iprice.

Customer iSatisfaction iStrategies iFollowed iBy iM&M

The idifferent istrategies ifollowed iby iM&M iconsists iof iCustomer irelationship i imanageme int, istrategy ito

iproviding ibetter ifacility ito ithe iowner, iand istrategy i ito i iprovide i ibetter i iafter i isales i iservice ito icustomer.

Customer iRelationship iManagement

CRM ias ia itool iwas iused ito icreate ipositive i iword-of-mouth, i ito i imonitor i icustomer i iexperiences iand

igenerate ireferrals. iA iseries iof iCRM iactivities iwere iimplemented iwith iregular idirect icommunication,

ievents iand icustomer isatisfaction isurveys, iEvents, iFestive ioffers, i iRewards iProgram, i etc.

4

1.1 iINTRODUCTION iOF iAUTOMOBILE iINDUSTRY

The iautomobile iindustry ihas ichanged i ithe i iway ipeople i ilive i iand i iwork. iThe i iearliest i iof imodern i icars

iwas imanufactured iin ithe iyear i1895.

Shortly ithe ifirst iappearance iof ithe icar ifollowed iin iIndia. iAs ithe icentury iturned, ithree icars iwere iimported

i i i iin i i iMumbai i i i i(India). i i i iWithin i i i idecade i ithere i i iwere i i itotal i i of i i1025 i icars i iin i i ithe icity.

The idawn iof iautomobile iactually igoes iback ito i4000 iyears iwhen ithe ifirst iwheel iwas iused ifor

itransportation iin iIndia. iIn ithe ibeginning iof i15th icentury, iPortuguese iarrived iin iChina iand ithe

iinteraction iof ithe itwo icultures iled ito ia ivariety iof inew itechnologies, iincluding ithe icreation iof ia i iwheel

ithat iturned iunder iits iown ipower. iBy i1600s ismall isteam-powered iengine imodels iwas ideveloped, i ibut iit

i itook ianother i icentury i ibefore ia ifull-sized i iengine-powered i ivehicle i i iwas i icreated.

Brothers iCharles iand i iFrank iDuryea i iintroduced i ithe i iactual i ihorseless i icarriage i iin i ithe i iyear i i1893. iIt iwas

ithe ifirst iinternal-combustion imotor icar iof iAmerica, iand iit iwas ifollowed iby iHenry iFord’s ifirst

iexperimental icar ithat isame iyear.

One iof ithe ihighest-rated iearly iluxury iautomobiles iwas ithe i1909 iRolls-Royce iSilver iGhost ithat ifeatured

ia iquiet i6-cylinder iengine, ileather iinterior, ifolding i iwindscreens i iand i ihood, i iand i ian ialuminum ibody.

Chauffeurs iusually i idrove i iit i iand i iemphasis i iwas i i ion i icomfort i iand i istyle i irather i ithan i ispeed. i iDuring ithe

i1920s, ithe icars iexhibited idesign irefinements isuch i as iballoon i tires, i pressed-steel iwheels, iand ifour-

wheel i brakes.

Graham iPaige i iDC i iPhaeton i iof i1929 ifeatured i an i8-cylinder i engine i and i an i ialuminum i ibody.

iThe i1937 iPontiac iDe iLuxe isedan i had i roomy i iinterior i iand i irear-hinged i back idoor ithat i suited

imore ito ithe ineeds iof ifamilies. i iIn i1930s, ivehicles i iwere i iless i iboxy i iand i imore i istreamlined i ithan itheir

ipredecessor iwas. iThe i1940s isaw ifeatures ilike iautomatic itransmission, isealed-beam iheadlights,

iand itubeless itires.

The iyear i1957 ibrought ipowerful ihigh-performance icars isuch ias iMercedes-Benz i300SL. iIt iwas

ibuilt ion icompact iand istylized ilines, iand iwas icapable iof i230 ikmph i(144 imph).

5

This was i i the i i iIndian i i i automobile history, and i i i itoday i i imodern i i icars i are i i generally light,

iaerodynamically ishaped, iand icompact.

Facts i& iFigures

The iautomobile iindustry iin iIndia iis ion ian iinvestment ioverdrive. iBe iit i ipassenger i icar ior itwo- iwheeler

imanufacturers, icommercial ivehicle imakers ior ithree-wheeler icompanies i - ieveryone iappears ito ibe iin

ia iscramble ito ihike iproduction icapacities. iThe i icountry i iis i iexpected i ito iwitness iover iRs i30,000 icrore iof

iinvestment iby i 2010.

Hyundai iwill ialso ibe iunmasking ithe iVerna iand ia ibrand inew idiesel icar. iGeneral iMotors iwill ibe

ilaunching ia imini iand imay ibe ia icompact icar.

Most iof ithe icompanies ihave imade itheir i iintentions i iclear. i iMaruti i iUdyog i ihas i iset iup ithe i isecond icar

iplant iwith ia imanufacturing icapacity iof i2.5 ilakh iunits iper iannum ifor i ian iinvestment i iof i iRs i6,500 iCrore

i( iRs i3,200 iCrore ifor idiesel iengines iand iRs i2,718 iCrore ifor ithe icar iplant iitself).

Hyundai i iand iTata i iMotors ihave i iannounced i iplans i ifor i iinvesting i ia isimilar i iamount i iover ithe i inext i i3

iyears. iHyundai iwill ibring iin imore ithan iRs i3,800 iCrore ito iIndia.

Tata i i i iMotors i i i iwill i i i be i i i investing i i i Rs i i i 2,000 i i i Crore i i i in i i i its i i i i small i i i i car i i i project. iGeneral

iMotors iwill ibe iinvesting iRs i100 iCrore, iFord iabout i Rs i350 iCrore i and i Toyota iannounced imodest

iexpansion iplans ieven ias iHonda iSiel ihas iearmarked iRs i3,000 iCrore iover ithe inext idecade ifor iIndia i- ia

isizeable ichunk iof ithis ishould icome iby i2010 isince ithe icompany iis ialso ilooking ito ienter ithe ilucrative

ismall icar isegment.

Talking iabout ithe icommercial ivehicle isegment, iAshok iLeyland iand iTata iMotors ihave ieach iannounced

iwell iover iRs i1,000 iCrore iof iinvestment. iMahindra i& iMahindra's ijoint iventure iwith iInternational

iTrucks iis iexpected ito isee ian iinfusion iof iat ileast iRs i500 iCrore.

Industry iperformance iin i2008-09. iThe iIndian iautomotive imarket imanaged ito istand iup ito ithe ivagaries iof

ithe ieconomic imeltdown ito ishow islightly i igrowth i iduring i ifiscal i i2008-09. iOverall ivehicle isales iat i97.23

ilakh igrew i0.71 iper icent ifrom i96.54 ilakh iunits iin i2007-08.

When imajor iautomotive imarkets ireported ia i30-40 iper icent idecline, ionly ia ihandful iof icountries

imanaged ito ishow igrowth. iA ifew imonths iago, iIndia i iwas ilooking i iat inegative i igrowth i ibut i ihas i iturned

iaround. iIt iis iactually ibetter ithan iexpected.

Passenger ivehicle isales iat i15.51 ilakh iregistered iflat igrowth i while i commercial i vehicle i sales ishowed

ia i21 iper icent idrop.

6

SIAM ihas ia ipositive ioutlook ifor ithe icurrent ifinancial iyear. iWhile i iit i iforesees i ia i i7-8 iper icent igrowth ifor

ithe icommercial ivehicle i isegment, i ithe i iindustry i ibody ipredicts i ia i3-5 iper icent i igrowth ifor ipassenger

ivehicles. iThe ithree-wheeler isegment imay igrow i5-8 iper icent igrowth iwhile itwo iwheelers imay ishow i3-5

iper icent igrowth.

The ipassenger ivehicle imarket ihas iweathered ithe idownturn ilargely idue ito imarket ileader iMaruti iSuzuki

iwhich iholds i48 iper icent iof ithe i imarket. i iThe i icompact i icar igiant i clocked i 7.22 ilakh i units ifor i2008-

09. iClosest irival iHyundai iMotor iIndia isold i2.44 ilakh i icars, ia igrowth i iof i13 iper icent. i iTata iMotors’

isales igrew i1.3 iper icent iat i2.30 ilakh iunits iwhile i iMahindra i i& iMahindra i iposted i2.5 iper icent igrowth iat

i1.06 ilakh iunits.

Most ipremium icarmakers isaw ivolumes i shrink i last i fiscal. i iToyota i iKirloskar i iMotor’s i inumbers ifell

i15 iper icent ito i46,892 iunits iwhile iFord iIndia’s isales iwere idown i17 iper icent ito i27,976 iunits. iHonda

iSiel iCars iIndia ialso isaw ia i17 iper icent idrop iat i52,420 iunits iwhile iGeneral iMotors iIndia i iwas idown i8

iper icent ito i61,526 iunits.

Among icommercial ivehicle imakers, iall imajor iplayers isaw isubstantial ifall i in i volumes. i Market ileader

iTata iMotors iwith ia i60 iper icent iplus ishare, ishowed i22 iper icent idrop iin inumbers iat i2.34 i ilakh iunits

iwhile iAshok iLeyland ishowed i37 iper icent idrop iat i 47,632.

Eicher’s isales ivolume i ifell i i37 iper icent iat i17,341 iunits i iand i iForce iMotors iwas idown i i28 iper icent iat

i7,819 iunits. i“The ifreight imovement iis iunlikely ito iimprove ithis ifiscal iwhich i iwill i iimpact i itruck isales.

Two-wheeler isales igrew i2.6 iper icent ito i74.38 ilakh iunits. i“Hero iHonda ihas imade iup ifor i ithe ierosion iof

isales ivolume ifor iother itwo-wheeler imakers iincluding iBajaj iAuto iand iTVS iMotor iCompany,” isaid iMr.

iMatta. iHero iHonda iclocked i36.40 ilakh iunits, ia igrowth i iof i12.5 iper icent. iBajaj iAuto’s ivolumes

idropped i23 iper icent ito i12.86 ilakh iunits i iwhile i iTVS i isaw i ia imargina il i idecline iat i11.36 ilakh iunits.

iHonda iMotorcycle iand iScooter iIndia’s isales isurged i16 iper icent ito

10.15 lakh i units.

7

1.2 iCompany i iProfile

HISTORY iOF iMAHINDRA i& iMAHINDRA iAUTOMOTIVE

Mahindra i& iMahindra i(M&M) iwas iestablished iin i1945 ias iMahindra i& iMohammed. iLater i ion, iafter

ithe ipartition iof iIndia, ione iof ithe ipartners i- iGhulam i iMohammad i i- ireturned i ito i iPakistan, i iwhere ihe

ibecame iFinance iMinister. iAs ia iresult, ithe icompany iwas irenamed ito i iMahindra i i& iMahindra iin i1948.

M&M istarted iits ioperation ias ia imanufacturer iof igeneral-purpose iutility ivehicles. iIt iassembled iCKD

ijeeps iin i1949. iOver ithe ipassing iyears, ithe icompany iexpanded iits ibusiness iand istarted imanufacturing i i

i i ilight i i i i icommercial i i i i i ivehicles i i i i i i(LCVs) i i i i i iand i i i i i iagricultural i i i i i itractors i. iApart ifrom iagricultural

itractors iand iLCVs, iMahindra i& iMahindra ialso ishowed iits idexterity iin imanufacturing iarmy ivehicles.

iSoon, iit istarted iits ioperations iabroad, ithrough iits iplants iset iup iin iChina, ithe iUnited iKingdom iand ithe

iUSA.

M&M ipartnered iwith icompanies iprominent iin ithe iinternational imarket, iincluding iRenault iSA,

iInternational iTruck iand iEngine iCorporation, iUSA, iin iorder ito imark iits iglobal i ipresence. i iM&M ialso

istarted iexporting iits iproducts i ito iseveral i icountries i iacross ithe iworld. i iSubsequently, i it i iset iup iits

ibranches iincluding iMahindra iEurope iSrl i(based iin i iItaly), i iMahindra i iUSA i iInc., i iMahindra iSouth

Africa and Mahindra (China) Tractor Co. Ltd.

iAt ithe isame itime, iM&M imanaged ito ibe ithe ilargest imanufacturer iof itractors iin iIndia, iby iholding

ileadership iin ithe imarket iof ithe icountry, ifor iaround i25 iyears. iThe icompany iis ian iold ihand iin idesigning,

ideveloping, imanufacturing iand imarketing i itractors i ias iwell i ias ifarm i iimplements. i iIt imade iits ientry ito

ithe ipassenger icar isegment iin iIndia, iwith ithe imanufacture iof iLogan i(mid- isize isedan) iin iApril i2007,

iunder ithe iMahindra iRenault icollaboration

Soon iafter ithe iconsiderable isuccess iof iLogan, iM&M istarted i ilaunching i ia iwide i range i of iLCVs iand

ithree iwheelers ias iwell ias iSUVs iincluding iScorpio iand iBolero. i iIn ithe i ipresent i itime, i iBolero ihas igained

iimmense ipopularity iin iIndia. iIt iis ione iof ithe imost iopted ivehicles iin iits.

8

PRODUCT iOF iMAHINDRA iAND iMAINDRA

MAHINDRA iBOLERO

Mahindra iBolero iis ione iof ithe imost isuccessful iand ipopular iutility ivehicle iof ithe iMahindra iand iMahindra

iGroup. iThe i icar iis i irobust i iin i iappearance i iand iit i ihas ibeen ielegantly i idesigned, i ikeeping iin imind ithe

iconditions iof ithe iIndian iroads.Mahindra iBolero iis ialso iamong ithe ibest ifuel-effic iient icars iof iIndia ias

ithe imanufacturer ihas iequipped iit iwith ia i2500 icc idiesel iengine iwith i5 ispeed itransmission.

i iMAHINDRA iXUV300 i i i iThe iMahindra iXUV i300 iis ia isubcompact iSUV iproduct. iIt iis ibased ion ithe iX100 iplatform iof i

i i iSsang iyoung iand ihas ibeen isold iin iIndian imarket isince iFeb i2019. i

MAHINDRA iSCORPIO

Mahindra i i& iMahindra i iLimited i ilaunched i iMahindra i iScorpio ias iits i ifirst i iSports iUtility i i iVehicle i i iin

iIndia iin i2002.

This iSUV ihas iredefined ithe iexpectations ifor ithe idesign iof iSUVs iwith i iits i isturdy i ilooks i iand ipowerful

iperformance, ithe isophisticated iinterior idesign iadds ito ithe i ifurther i iglory i ito i ithe iappearance.

MAHINDRA iTHAR

Mahindra iThar iis ia icompact, imid-sized, ifour-wheel idrive, ioff-road iJeep iCJ-like iSUV ilaunched iin ithe

iIndian imarket iin i2010. iThe iThar ialso icomes iwith ia iseven iseater ioption, ithough iit ican ibe iconverted iinto

ia itwo-seater

MAHINDRA iXUV500

Mahindra iXUV500 iis ia icompact isport iutility ivehicle. iLaunched iin i2011.2.2L iengine i(Diesel), i6 ispeed

iboth imanual iand iauto. iMahindra iXUV500 isecured ifirst iplace iin ithe i2014 iDesert iStrom iRally. iThe icar

iis iclocked ithe ifastest itime iin ithree isections iof irally.

i

MAHINDRA iKUV100 iNXT

Mahindra iKUV100 iNXT istands ifor iKool iutility ivehicle iis ia icompact imini isport iutility ivehicle, i5 idoor

ihatchback, i1.2L iengine icomes iboth iin ipetrol iand idiesel.

9

MILSTONE, iAWARDS iAND iACCOLADES

M&M’s i74st iyear iwas istudded iwith ia inumber iof inoteworthy iachievements, iprestigious

iprizes iand iglittering iawards.

i iMAHINDRA i& iMAHINDRA iRANKED i17th

i iMahindra icompany iwas iranked i17th ion ia ilist iof itop icompanies iin iIndia iby iFortune iIndia i500 iin i2018

i iIts imajor icompetitors iin ithe iIndian imarket iincludes iMaruti iand iTata iMotors.

i iM&M iRANKED i10th

i i iThe ibrand itrust ireport iranked iM&M ias iIndia’s i10th imost itrusted ibrand iin iits iIndia istudy i2014 isurvey

i i(From i20,000 ibrands ianalyzed) i

DUAL iHONOURS iFOR iCHAIRMAN iEMERITUS iMR. iKESHUB iMAHINDRA

Chairman iEmeritus, iMr. iKeshub iMahindra iwas iawarded ithe i“Business iVisionary i iAward i i2006” i

iinstituted i i iby i i ithe i i iNational i i iInstitute i i iof i i iIndustrial i i iEngineering i i i(NITIE), i i iMumbai. iChairman, iMr.

iKeshub iMahindra iwas ialso iawarded ithe iprestigious iIBS iKolkata iLifetime iAchievement iAward ifor ihis

i‘unparalleled icontribution ito iindustrial igrowth iand i isocial i iand ieconomic idevelopment iof ithe

icommunity’.

The iInstitute iof iChartered iFinancial iAnalysts iof iIndia’s i(ICFAI) iIndia iBusiness iSchool i(IBS)

ipresented iit, iKolkata, iat ithe iStrategy iSummit i2007, iheld iin iKolkata.

SLEW iOF iHONOURS iFOR iTHE iCHAIRMAN iMR. iANAND iMAHINDRA

Mr. iAnand iMahindra, i iChairmen iOF iMahindra i iGroup, i ireceived i ia inumber i iof iprestigious i iawards

ifrom i2004, iincluding:

The iprestigious iCNBC iAsia iBusiness iLeader iof ithe iYear iAward ifor i ithe iYear i2006 ias iwell

ias ithe iCNBC iTV iIndia i“Business iLeader iof ithe iYear iAward”.

10

The i‘CEO iof ithe iYear’ iaward iat ithe iIndia iBrand iSummit i2006 ico-sponsored iby iBusiness

iStandard iand iITM iBusiness iSchool iin iassociation iwith iTimes iNow iand iDNA inewspaper.

The iLMA iEntrepreneur iof ithe iYear i2006 iaward, iinstituted iby ithe iLudhiana iManagement

iAssociation i(LMA).

The iMost iInspiring iCorporate iLeader iof ithe iYear’ iAward iby iNDTV iProfit.

The iNDTV iProfit i– iCar i& iBike iAward i2007 ifor iAutomobile iMan iof ithe iYear.

Top i30 iCEO’s iWorldwide i– iBarron iList i– i2016.

Mr. iAnand iMahindra iwas ialso inominated ias ia iMember iof ithe iCouncil iof ithe iExecutive

iCommittee iof ithe iNational iSports iDevelopment iFund i(NSDF) iof ithe iGovt. iof iIndia. iHe iwas

ifeatured iin i ithe i ilist i of i50 iMost iInfluential i Indians i in i Business i Week’s iedition i dated iAugust

i13, i2007

HIGHEST iCRISIL iRATING iFOR iM&M

M&M ihas ireceived ithe ihighest iGovernance i& iValue iCreation irating, i CRISIL iGVC iLevel i - iI

ifrom iCRISIL ifor ithe iability i ito icreate i ivalue i ifor i iall i istakeholders, i iwhile i iadopting i isound icorporate

igovernance i practices.

DUN i& iBRADSTREET iAMERICAN iEXPRESS iCORPORATE iAWARDS i2006

Mahindra i& iMahindra iwas irated ias ithe ileading iIndian icompany iin ithe iAutomobile i- iTractors isector

iin ithe i‘Dun i i& iBradstreet i i– iAmerican i iExpress i iCorporate iAwards i i2006’. iThe iAutomobile

iSector icomprises iof ithree icategories i– iPassenger i iVehicles, i iCommercial i iVehicles iand iTractors.

These iawards irecognize ithe ivirtues iof isize iand igrowth iin ithe iawards imethodology. iM&M iranked

iNo. i1 iin ithese itwo isegments iin ithe ipremier iDun i i& iBradstreet i iIndia i ipublication, iIndia’s iTop i500

iCompanies i2006.

MAHINDRA iRECEIVES iAMITY iHR iEXCELLENCE iAWARD

Mahindra i& iMahindra iwas ihonored iwith ithe iAmity iHR iExcellence iAward iat ithe iFourth iAmity iGlobal

iHR iSummit i2007 iheld iat ithe iAmity i International i Business i iSchool, i iNoida. i iThe i iAmity iHR

iExcellence iAward irecognized iMahindra ias ione ithe i most i admired i companies i across ithe i global ion

iaccount iof iits iinnovative istrategies ifor iHuman iResources i Management i and iDevelopment.

11

GLOBAL iHR iEXCELLENCE iAWARD iFOR iM&M

Mahindra i& iMahindra iwon ithe iGlobal iHR iExcellence iAward ifor iInnovative iHR ipractices

i(Manufacturing iSector), iin ithe iAsia iPacific iHRM iCongress, iheld iin iMumbai. iThese iawards

irecognize iorganizations iand iindividuals iwho ihave iembraced ichange, iencouraged iconstructive

ichallenges iand idemonstrated ientrepreneurial iskills iin ithe icorporate iworld.

M&M iWINS iBOMBAY iCHAMBER iGOOD iCORPORATE iCITIZEN i iAWARD i i2006- i07

M&M iwas ipresented iwith ithe icoveted iBombay iChamber iGood iCorporate iCitizen iAward i2006- i07

iat ia iglittering iceremony iheld ito icelebrate ithe iChamber’s i172nd i iFoundation i iDay i ion i iSeptember i21,

i2007. iMr. iBharat iDoshi, iExecutive iDirector, iM&M iLtd. iand iMr. iRajeev iDubey, iMember iof ithe

iGroup iManagement iBoard iand iChairman, iMahindra i& iMahindra iCSR iCouncil, ireceived the

award on behalf of the company. iThis

iAward irecognizes i iand i ihonors i iconspicuous i iachievement i iby icorporate i iorganizations i by iway iof

iservice ito ithe icivic icommunity, iin i iaddition i ito ioutstanding i ioperational i iperformance. i iIt itakes iinto

iaccount iseveral iparameters, iincluding iBusiness iPerformance, iCorporate iInterests, iEmployee iWelfare,

iCustomer iand iStakeholder iSatisfaction iand iSocial iInvestment.

GOLDEN iPEACOCK iAWARD iFOR iEXCELLENCE i IN iCORPORATE iGOVERNANCE

Mahindra i& iMahindra iwon ithe icoveted iGolden iPeacock iAward ifor iExcellence iin iCorporate

iGovernance i2006. iThis iaward ivalidates ithe icompany’s i‘Best-in-Class’ icorporate igovernance

ipractices iand ireflects iits itransparent i iand i iethical i idealings i iwith i istakeholders i iacross i ithe i ientire ivalue

ichain. iIt irecognizes ithe iManagement’s icommitment ito ithe ihighest istandards iof icorporate iconduct iand

iits icommitment ito iCorporate iSocial iResponsibility ias ia idistinct iactivity ithat i ihelps ibuild icommendable

isocial ivalues iand iadds ito ithe iethical ifiber iof ithe i organization.

BEST iAUTOMOTIVE iMANUFACTURING iSUPPLY i iCHAIN i iEXCELLENCE iAWARD

Mahindra i& iMahindra ihas ibeen iawarded ias ithe iorganization iwith ithe i“Best iAutomotive

iManufacturing iSupply iChain iExcellence”. iThe iawards iwere ipresented iby iIndia iTimes iMindscape

i(Times iof iIndia iGroup) ialong iwith ithe iBusiness iIndia iGroup iat ithe i Express,

12

Logistics i& iSupply iChain iAwards iheld iin iMumbai ion iSeptember i28, i2007. iA. iC. iNeilson iis

iaccredited iwith ithe iresearch ifor ithe iaward inominees iand iwinners.

HIGH iRANKINGS iFOR iMAHINDRA

M&M iwas iranked isecond iin ithe iprestigious ie iMost iTrusted iCar iCompany iin iIndia istudy iconducted

iby iTNS. iM&M iscored i127 ipoints, ijust iseven ipoints ibelow ithe itop iranking icompany, iaccording ito ia

iTNS icommuniqué.

M&M iwas iranked i14th iin iThe iEconomic iTimes iprestigious i i‘ET i i500’ i ilist i of i top iachieving

icompanies iin iIndia. iThe i icompany i ihas i imoved i iup i ifour i iranks i ifrom i ilast i iyear. iTo iquote ifrom

ithe i‘ET i500’ iwrite-up: i“M&M’s i‘art-to-part’ istrategy iof idiversifica it iion iinto ithe iauto iparts

ivalue ichain i iand iits i iplans i ifor i inew iplatforms i ifor i iutility i ivehicles i iand i ijoint iventure iwith iRenault

ifor iLogan ihave iled ito ia igain iin iranks.”

M&M iwas iranked i22nd i in iBusiness iIndia’s iannual i isurvey i iof i ithe i icountry’s i itop icompanies i-

iSuper i 100

13

MAJOR iPLAYERS iIN iINDIAN iAUTOMOTIVE iINDUSTRY.

14

PRODUCT iPROFILE

iMAHINDRA“SCORPIO” MAHINDRA i“BOLERO”

iMAHINDRA i“XYLO” MAHINDRA i“VERITO”

15

i i i i i i i i i i iDEALER iPROFILE

i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i i iMAHINDRA iINDIA iGARAGE, iMYSORE

Our iDistinction:

This iis ione iof ithe ibest iauthorized idealers ifor i iMahindra i i& iMahindra i iAutomotives.(the idealership iwas

ihonored iwith ithree iawards iat ithe iMahindra iDealer iExcellence iPerformance iprogram). iStarted iin i1949

iwith isheer idedication iand iwillingness ito iserve itheir icustomers. iIndia igarage iattained ia iplace iof

ieminence iand ihonor iin ithe imarket i

Handling ithe ientire irange iof iM&M iproducts iin iseveral iplaces iacross iKarnataka.

Partners iin iProgress:

We iare ithe ipreferred ipartners iof iM&M iautomotive, ichiefly idue ito iour isuccessful i sales i irecord iand

iquality. iOur ifacilities ihave iremained iunsurpassed, ias iwe istrive ieveryday ito ibetter iour iself.

Commanding iPresence:

India igarage i(authorized iMahindra idealer) i ias ia iair-conditioned ishowroom i& igarage iof iM&M

iautomotives i iits i ikind i iin i iMysore, ispread igracefully iand idecorated ielegantly, iBeing iequipped iwith

iaffable i ifront i ioffice i ista iff iand iadept iprofessional itechnicians, iProvide ia iperfect iof iquality iService iand

i Reliability.

Space iFriendly:

India igarage icurrently ihave ithree istate iof iart iworkshops iequipped ito itake icare iof iall iour iafter ithe isales iand

ioperations.The iinteriors iare iaimed iat imaking iyou ifeel icompletely iat iease, iIn iluxury. iBecause ifor ius ithe

icustomer iis iking, ione iwho i ideserves i ia iregal i ioffering. i iThe isetting i iis i iapt ifor itimes i iwhen iyou ineed ito

iswitch iinto ia irelaxed istate iof imind.

Technology ito iStay iAhead:

We iare iequipped iwith ithe ilatest itechnological iadvancement iin ithe iindustry, i iin i iorder ito igive i ithe ibest iof

iservices iwhen iit imatters. iNot ijust ito ibe ipart iof, iBut ito ibuild ithe ifuture, iis iour i motto.

16

Ambience ithe iExude iRelaxation:

Ours iis ione iof ithe ifew iservice icenters ito ibe iequipped iwith ia ifully-fledged icustomer-wait iing ilounge. iA

ipart ifrom ia itelevision iand ipool itable, iit ihad ia iwed ikiosk ito ikeep iu iconnected i all i the itime.

Service iwith iCommitment:

Our idedicated iteam iof imechanical ispecialty ioffers iexpert itreatment ifor iyour ivehicle. iWe iensure

iconsistency iin iperformance

17

Attention ito iDetails:We iprovide igenius ispare iparts iand iaccessories ito iensure iexceptional

iperformance. iEvery isingle iaspect irelated ito iyour ivehicle iis itaken icare iof iat iour ipremises.

Dealing iMade iConvenient:

It iis ia ipart iof iour icommitment ipolicy ito igive iadvantage i ito ithe icustomer i iat ievery i ijuncture. i iWe ioffer

iassistance iof ievery ikind iat iour ipremises iitself, iwhich imakes iit ia ione istop ifacility.

Expert iGuidance iat iEvery iStep:

Our isales iteam igives iutmost ipriority ito iyour isatisfaction. iWhen iyou ineed ihelp ito imake ithe iright ichoice,

iit iis iensured ithat ithe iresult i iis ibeyond i iyour iexpectations. i iThus i imaking i iit ia ipoint i ithat iyou iget ithe ibest iin

iboth iluxury iand icomfort ialways.

Models: iMahindra i& iMahindra ihas ibeen ilaunching ivarious itype i iof iMUVs i iand icars ifrom i ithe iyear iof

i1945, ikeeping iin imind ithe iquality, idesign, i idriving, i icomfort, i ifuel i iefficiency, i iand iservice iand iresale

ivalue. iThese ifrom ia iformidable i iforce i ithat i igives i iour i icustomers i ithe ipride i iand ithe i ijoy iof ivalue iforever.

iWhat idrives iM&M iis

Commitment

Leadership

Any ian ieye ifor iappropriate itechnology.

Since i1945, iwhen iM&M ifirst ibegan imanufacturing i iMUVs i& iLCVs, iM&M ihave i ibeen iengaged iin ia

isingle- iminded iendeavor ito ibring iyou icars ithat i ionly i istate-of-the-art, i ibut i iare i ialso i isome i iof ithe imost

ienvironment- ifriendly ivehicles iin ithis i iworld-a ireflection i iof iour icommitment i iand i icare, ifor ibetter

ienvironment. iAt ithe iheart iof ievery i M&M iis i a iunique i engineering i and ian ioptimal i mix iof ipower

iand ieconomy. iAll ithis iis isupported iby iM&M ination i– iwide idealership inetwork iand iautomated

iworkshop ithat iprovide iexcellent iafter isale iservice.

India igarage i(VST iGroup) iachievements i

The icompany ihas iconstantly iexploring inew iopportunity ito idefine i ithe i ishape i ito i itomorrow’s idriving

itechnology. i

India igarage iwas ihonored ithree iawards iat ithe iMahindra iDealer iExcellence iPerformance iprogram ifor

iBest idealer iaward ifor ihighest iservice iscore iin isouth izone, iBest idealer iaward ifor ihighest iaccessories iscore

ion iall iIndia ibasis iand iBest idealer iaward ifor ihighest ispares ion iall iIndia ibasis.

18

Promotional iActivitives i:

The ipromotional iactivities iadopted iby iIndia iGarage iare

Test iDriving

Free iDriving

Hoarding

Discounts

Advertisement iin iNewspaper iand imagazines

Gift iSchemes

Free iServices

Mileage iContents

Promotional iexpenses ihave ibeen iborne iby iboth iIndia iGarage iand iM&M, ishares iin iadvertisement icost.

Service iOffered iby iIndia iGarage:

Six iService iand ipaid iservice iafter isale iof iCars.

Free icheckups i campaigns

Finance ithrough ibank

Demonstration ifor inew iproducts

Acceptance iof iwarranty i claims

19

Working iTime iin iIndia iGarage:

Working ihours iin iIndia iGarage iare i12 ihours iper iday istarting ifrom i9:30 iam ito i9:30pm iwith ione-

ihour ibreak ifor ilunch iand i15 iminutes ifor ievening itea iand icoffee.

20

Product iavailable iat iIndia iGarage:

iMAHINDRA i“KUV100 iNXT”

KUV100 iNXT iVARIANTS

EX-SHOWROOM iPRICE

K2 i(BASE iVERSION)

4,88,824

E2 iPLUS i(LOWER iVERSION)

5,32,283

E4 i(SPORTZ iVERSION)

5,79, i973

D75 i( iTOP iVERSION i)

7,94,312

iMAHINDRA i“SCORPIO”

SCORPIO iVARIANTS

EX- iSHOWROOM iPRICE

SCORPIO iM2DI

10,19,873

SCORPIO iLx imHawk

12,04,737

SCORPIO iS140

13,08,705

SCORPIO iS11

15,06,638

SCORPIO iS114WD

16,83,427

21

iMAHINDRA i“BOLERO”

BOLERO iVARIANTS

EX-SHOWROOM iPRICE

BOLERO iB4

i i7,77,738 i

BOLERO iB6

8,43,519

BOLERO iB6(O)

8,78,820

BOLERO iPICKUP iFB iCNG iBS4

7,21,983

MAHINDRA i“XUV500”

XUV500 iVARIANTS

EX-SHOWROOM iPRICE

XUV iW3

12,04,471

XUV iW5

12,39,696

XUV iW7 14,17,169

XUV iW7 iAT

15,35,727

XUV iW9

15,85,292

22

XUV iW9 iAT

17,07,605

XUV iW11

17,16,791

XUV iW11 iOPT

17,46,631

XUV iW11 iAT

18,06,195

XUV iW11 iOPT iAT

18,61,752

SWOT iANALYSIS

Strength:

(a) Trust ipeople iare ihaving iin ithe ibrand iname iMahindra i motors.

(b) Strong irelationship iwith idealers

(c) Number iof iauthorize iservice istation iis iin igood inumber ithan ithat iof icompetitors

(d) Product iis ibased ion iM-HAEK iand iEAGLE iengine iwhich iare i successfully i running i on

i roads.

(e) Most iof ithe imarket iis icredit idriven iso ieasy ifinance iprovided i iby i iMahindra i imotors i(Mahindra

ifinance) iitself iand iothers iis ian iedge iover icompetitors.

(f) Stylish iwhen icompared ito iTata iproduct.

(g) More ispacious ithan iTata iproduct.

(h) Safer ithan iTata iproduct.

(i) The isize iof ifuel icylinder iis ilarge. iTherefore ito igo i inumber i iof itimes i ito ia i ipetrol i ipump i ifor ifiling.

23

Weaknesses:

(a) Dealers are selling vehicles at different prices in a single city.

iChanging iof ioriginal iparts iby ia idealers.

(b) Type iof iMRF iis inot ihaving ia ivery igood iclaim iprocessing isystem. iClaim i iprocessing i iis i icarried

iout ionly itwice ia iweek.

(c) Average iis iless ithan ithat iof iToyota iproduct.

(d) Maintenance icost iis ihigh.

(e) Vehicle iis iout iof ithe ireach imiddle iclass i ibecause i iinitial i iof iMahindra i isports i iutility i iv iis i iabove

i4 ilakhs.

(f) Rising icost iof iraw imaterials iresulting iin ilaw imargins. iTherefore idiscounts icant ibe i offered

Opportunities:

(a) Improving iroad iinfrastructure.

(b) Standard iof iliving iof icountry ipeople iare iimproving iday iby iday ibecause iof iincreasing iper icapita

iincome iso ithere iis ia ichance i iofspreading i the i business i in i every i nook icorner i of ithe icity.

(c) Lenient inorms ifor igeneration iof ipermits.

Threats:

(a) Demand icontraction idue ito imarket iconstrained.

(b) Strong ipresence iof i iTata iMotors, iford iand iMaruti.

24

CHAPTER-2 I

LITERATURE IREVIEW

25

2.1 About ithe iTopic

Customer isatisfaction iis ia iterm ifrequently iused iin imarketing. i iIt iis i ia imeasure i iof ihow i iproducts iand

iservices isupplied iby ia icompany imeet ior isurpass i icustomer i expectation. i Customer isatisfaction iis

idefined ias i"the inumber iof icustomers, ior ipercentage iof itotal icustomers, iwhose ireported i i iexperience i i

iwith i i ia i i ifirm, i i iits i i iproducts, i i or i i iits i i iservices i i i(ratings) i i i iexceeds ispecified isatisfaction igoals." iIn ia

isurvey iof inearly i200 isenior imarketing imanagers, i71 ipercent iresponded i that ithey ifound ia icustomer

isatisfaction imetric ivery i useful i in i managing i and imonitoring itheir ibusinesses. iIt iis iseen ias ia ikey

iperformance iindicator iwithin i ibusiness i iand i iis i ioften ipart iof ia iBalanced iScorecard. iIn ia icompetitive

imarketplace i iwhere i ibusinesses i icompete i ifor icustomers, icustomer isatisfaction iis iseen ias ia i key

i differentiator i and i increasingly i ihas ibecome ia ikey ielement iof ibusiness istrategy.

"Within iorganizations, icustomer isatisfaction iratings ican ihave ipowerful ieffects. iThey ifocus iemployees

ion ithe iimportance iof ifulfilling icustomers' iexpectations. i Furthermore, i when i these iratings idip, ithey

iwarn iof iproblems ithat ican iaffect isales i iand iprofitability. i iThese imetrics i iquantify ian iimportant

idynamic. iWhen ia ibrand ihas iloyal icustomers, iit igains ipositive iword-of-mouth imarketing, iwhich iis iboth

ifree iand ihighly ieffective."

Therefore, iit iis iessential ifor ibusinesses i ito ieffectively i imanage i icustomer i isatisfaction. i To i ibe iable ido

ithis, ifirms ineed ireliable iand irepresentative imeasures iof isatisfaction.

Getting iconsistency i iright i ialso i irequires i ithe iattention i iof itop ileadership. i iThat’s i ibecause iby iusing i ia

ivariety iof ichannels i iand i itriggering i more i and i imore i iinteractions i iwith i icompanies i ias ithey i iseek ito

imeet idiscrete ineeds, icustomers icreate iclusters iof iinteractions ithat imake itheir iindivid iual iinteractions i

iless i iimportant i ithan i itheir i icumulative i experience. i This i icustomer ijourney ican ispan iall ielements iof ia

icompany iand iinclude ieverything ifrom ibuying i a iproduct i to iactually i using i it, ihaving iissues iwith ia

iproduct ithat irequire iresolution, i ior isimply i imaking i ithe i idecision i ito i iuse i ia iservice ior iproduct ifor ithe ifirst

itime.

It’s inot ienough ito imake icustomers ihappy iwith ieach iindividual iinteraction. iOur imost irecent icustomer-

experience isurvey iof isome i i27,000 i iAmerican i iconsumers i iacross i i14 i idifferent iindustries ifound i ithat i

ieffective i icustomer i ijourneys i iare i imore i iimportant: i imeasuring i isatisfact iion ion icustomer ijourneys iis i30

ipercent imore ipredictive iof ioverall icustomer isatisfaction i i than imeasuring ihappiness ifor ieach

iindividual iinteraction. iIn iaddition, imaximizing isatisfaction iwith icustomer ijourneys ihas ithe ipotential

inot ionly ito iincrease icustomer isatisfaction iby i20 ipercent

26

but ialso ito ilift irevenue iby iup ito i15 ipercent iwhile ilowering ithe icost iof iserving icustomers i iby ias i imuch ias

i20 ipercent. iOur iresearch iidentified ithree ikeys ito iconsistency:

1. Customer-journey iconsistency

It’s iwell iunderstood ithat icompanies imust icontinually iwork ito iprovide icustomers iwith isuperior iservice,

iwith ieach iarea iof ithe ibusiness ihaving i iclear i ipolicies, i irules, i iand isupporting i imechanis ims ito i ensure

iconsistency iduring ieach iinteraction. i However, i ifew i icompanies i ican i ideliver i iconsistently iacross

icustomer ijourneys, ieven iin imeeting ibasic i needs.

Simple imath iillustrates iwhy ithis iis iso iimportant iin ia iworld iof i iincreasingly i imultichanne il, imultitouch

icustomer ijourneys. iAssume ia icustomer iinteracts isix itimes iwith ia ipay-TV icompany, istarting i iwhen ihe

ior ishe iundertakes i online i iresearch iinto i iproviders i iand iending i iwhen ithe ifirst i ibill i iis ireceived i30 idays

iafter iservice iis iinstalled. iAssuming ia i95 ipercent isatisfaction irate ifor ieach iindividual iinteraction—

whether i imeasuring iresponsiveness, ithe i iaccuracy i i of i iinformation, i or iother ifactors—even ithis ilevel i

iof iperformance i imeans i ithat iup i ito ione iin i ifour i icustomers i iwill i ihave ia ipoor iexperience iduring ithe ion-

boarding ijourney.

The ifact iis ithat iconsistency i ion ithe i imost i icommon i icustomer i ijourneys i iis i ian iimportant i ipredictor iof

ioverall icustomer iexperience iand iloyalty. iBanks, ifor iexample, isaw ian iexceptionally istrong icorrelation

ibetween i consistency ion i key i customer i journeys i and i overall i performance i in icustomer

iexperience. iAnd iwhen iwe isent ian i undercover-shopping i team i to i visit i 50 i bank ibranches iand

icontact i50 ibank icall icenters, ithe ianalysis iwas iconfirmed: ifor ilower-performi ing ibanks, ithe ivariability

iin iexperience iwas imuch i ihigher i among i a itypical i bank’s i ibranches i ithan i iit iwas iamong idifferent ibanks

ithemselves. iLarge ibanks itypically ifaced ithe igreatest ichallenge.

2. Emotional i i consistency

One iof ithe imost iilluminating iresults iof iour isurvey iwas ithat ipositive icustomer-experie ince iemotions—

encompassed iin ia ifeeling iof itrust—were ithe i ibiggest i idrivers i iof isatisfaction i iand i iloyalty iin ia imajority iof

iindustries isurveyed. iWe ialso ifound ithat iconsistency iis i particular ily iimportant ito iforge ia irelationship

iof itrust iwith icustomers: ifor i iexample, i icustomers i itrusted i ibanks ithat iwere iin ithe itop iquartile iof

idelivering iconsistent icustomer ijourneys i i30 ipercent i imore i ithan ibanks iin ithe ibottom iquartile.

What iis ialso istriking iis ihow ivaluable ithe i iconsistency-driven i i iemotional i iconnection i iis i ifor icustomer

iloyalty. iFor ibank icustomers, i“a ibrand iI ifeel iclose ito” iand i i“a i ibrand i ithat i iI ican itrust” iwere ithe itop

idrivers ifor ibank idifferentiation ion icustomer iexperience. iIn ia iworld iwhere iresearch

27

suggests ithat ifewer ithan i30 ipercent iof icustomers itrust imost imajor ifinancial ibrands, iensuring

iconsistency ion icustomer ijourneys ito ibuild itrust iis iimportant ifor ilong-term igrowth.

3. Communication iconsistency

A icompany’s ibrand iis idriven iby imore ithan ithe icombination i iof ipromises i imade i iand i ipromises ikept.

iWhat’s ialso icritical iis iensuring icustomers irecognize ithe idelivery iof ithose ipromises, iwhich irequires

iproactively ishaping icommunications iand ikey imessages ithat i consistently i ihighlight idelivery ias iwell

ias ithemes. i iSouthwest i iAirlines, i ifor i iexample, i ihas i ibuilt i customer i trust i over i ia ilong iperiod iby

iconsistently idelivering ion iits ipromise ias ia ino-frills, ilow-cost iairline. iSimilar ily, iProgressive iInsurance

icreated i an iimpression i among i customers i that i it i ioffered i ilower i irates ithan iits icompetitors iin ithe

iperiod i ifrom i i1995 ito i2005 iand i imade i isure i ito ihighlight i iwhen i iit i idelivered ion ithat ipromise.

iProgressive ialso ishaped ihow icustomers iinterpreted i icost-reduction i iactions i isuch ias ion-site iresolution

iof iauto iclaims iby ipositioning iand ireinforcing ithese iactions ias ipart iof ia iconsistent ibrand ipromise ithat iit

iwas ia iresponsive, itechnology-savvy icompany. iIn iboth icases, icustomer iperceptions iof ithe ibrands

ireinforced ioperational irealities. iSuch ibrands igenerate i ia ireservoir iof igoodwill iand iremain iresilient i on

i the i basis i of i their i consistency i over i itime i iin ifulfilling ipromises iand itheir istrong, iongoing imarketing

icommunications ito ireinforce ithose iexperiences.

Becoming ia icompany ithat idelivers i icustomer-journey i i excellence i irequires i many i ithings i ito i ibe idone

iwell. iBut iwe’ve ifound ithat ithere iare ithree ipriorities. iFirst, itake ia ijourney-based iapproach. iFor

icompanies iwanting ito iimprove ithe i icustomer i iexperience i ias ia imeans i iof iincreasing i irevenue iand i

ireducing i icosts, iexecuting i ion icustomer i journeys i leads ito ithe i best ioutcomes. i We ifound i that ia

icompany’s iperformance ion ijourneys iis i35 ipercent imore i ipredictive i iof icustomer i isatisfact iion i iand i32

ipercent imore ipredictive iof icustomer ichurn ithan iperformance ion iindividual itouchpoints. iSince ia

icustomer ijourney ioften itouches idifferent iparts iof ithe iorganization, icompanies i ineed ito irewire

ithemselves ito icreate iteams ithat iare iresponsible ifor i ithe i iend-to-end i icustomer i journey iacross

ifunctions. iWhile iwe iknow ithere iare ian iinfinite inumber i iof ijourneys, i ithere i iare igenerally ithree ito ifive

ithat imatter imost i ito ithe icustomer i iand ithe ibusiness—start i iyour i iimprovements i ithere. iTo itrack iprogress,

ieffectiveness, iand ipredict iopportunities, iyou imay ineed ito iretool iboth imetrics iand ianalytics ito ireport

ion ijourneys, inot ijust itouchpoint iinsights.

Second, ifix iareas iwhere inegative iexperiences iare icommon. iBecause ia isingle inegative iexperience

ihas ifour ito ifive itimes igreater irelative iimpact ithan i ia ipositive i ione, icompanies i ishould ifocus ion ireducing

ipoor icustomer iexperiences, iespecially iin ithose iareas iin iwhich i customers

28

come iinto icontact iwith ithe iorganization imost ioften. iFor iinstance, itraining ifrontline iservice

irepresentatives ito iidentify iand iaddress ispecific icustomer iissues ithrough irole iplaying iand iscript

iguidelines iwill igo ia ilong iway itoward iengendering ideeper icustomer itrust.

Finally, ido iit inow. iOur iresearch iindicates ithat isince i2009, icustomers iare ivaluing ian i“average”

iexperience iless iand ihave ieven iless ipatience i for i variability i iin i idelivery. i iIn iaddition, i icompanies ithat

iexperience iinconsistency ichallenges ioften iexpend iunnecessary iresources iwithout iactually iimproving

ithe icustomer ijourney. iMaking iadditional iinvestments ito iimprove ithe icustomer iexperience iwithout

itightening ithe iconsistency iof iexperience iis ijust i ithrowing i igood imoney i after ibad.

Here iare ithe itop isix ireasons iwhy icustomer isatisfaction iis iso iimportant:

It’s ia ileading iindicator iof iconsumer irepurchase iintentions iand iloyalty

It’s ia ipoint iof idifferentiation

It ireduces icustomer i churn

It iincreases icustomer ilifetime i value

It ireduces inegative iword iof imouth

It’s icheaper ito iretain icustomers ithan iacquire inew iones

Customer isatisfaction i iis i ia imarketing i iterm ithat i imeasures i ihow iproducts i ior iservices i isupplied i iby ia

icompany imeet ior isurpass ia icustomer’s iexpectation.

Customer isatisfaction i iis i iimportant i ibecause iit iprovides i imarketers i iand ibusiness i iowners i iwith ia

imetric ithat ithey ican iuse ito imanage iand iimprove itheir ibusinesses.

In ia isurvey iof inearly i200 isenior i imarketing i imanagers, i i71 ipercent i iresponded ithat i ithey ifound ia

icustomer isatisfaction imetric ivery iuseful iin imanaging iand imonitoring itheir ibusinesses.

29

2.2 Literature iReview

Manish iKumar, iA.K. iTarun i[1], istudies ithe iconsumer ibehavior ifor iA3 i isegment ivehicles isuch ias

iHonda iCity iand iSX4 iin ia iparticular iregion imangalore. iData icollected ifrom i100 irespondents i50 ieach

ifrom iHonda iCity iand iMaruti iSX4. iRespondents iwere iconsidered ifrom ivarious ibackgrounds ilike

iGender, iOccupation, iIncome i iclass. i iAlso i icustomer i ipurchase iparameters iconsidered ifor istudy iare

iPrice, iSafety, iComfort, iPower i& iPickup, iMileage, iMax iSpeed, iStyling, iAfter iSales iService, iBrand

iName iand iSpare iParts iCost. iBased ion iabove iparameters iand ianalysis imade iin ithis iit i revealed i that,

i while i ipurchasing i A3 i isegment i icar iCustomer igive imuch iimportance ito iSafty, iBrand iName iand

iseating iand idriving icomfort. i iAlso i iword i of imouth ipublicity iand iadvertisements iin icar imagazines iare

i imore i ieffective icommunication imedium ifor ipromotion iof iCars.

P iMohan, istudied ithe ifactors iinfluencing icustomers ibrand i ipreference i iof i ithe ieconomy isegment

iSUV’s iand iMUV’s. i iData i icollection i was imade i through i idirect i iinteractio in iand icustomer iintercept

isurvey iusing iquestionnaire. iDescriptive ianalysis i iwas iused ito itransform idata iinto iunderstand iformat

iand ifactor i ianalysis i iwas i iused i ifor i iidentification i iof i ifactors iinfluencing i icustomer i ipreference. i iIn i ilight

i iof istudy i ifindings, i ithe i ipreference i iof ia igiven i ibrand ican ibe iexplained iin iterms iof isix ifactors inamely

iProduct ireliability, imonetary i factor, i trendy iappeal, ifrequency iof inon-price ipromotions ioffered,

itrustworthiness iand icustomer ifeeling ior iassociation itowards ibrand. iThere iis ineed ifor imarketers ito

itake ithese ifactors iinto iconsideration iwhen icrafting iproduct iinnovations iin ithe iSUV isegment iof

iAutomobile imarket.

Nikhil iM, iBhuvan iKumar, iSanthosh iS, ithis i research i attempts i to i answer isome iof ithe iquestions

iregarding ibrand ipersonality iof iselected icars iin iIndia iby iconducting ithe imarket iresearch. iThis

ipersonality isketching iwill ihelp iin i iknowing i iwhat i ia i icustomer i i(or i ia i ipotential icustomer) ithinks i iabout

ia igiven i ibrand iof icar iand iwhat i iare ithe ipossible i ifactors i iguiding ia ipossible ipurchase. iSimilarly, ithe

iidea iof imeasuring ithe icustomer i isatisfaction i iwill i iserve i ithe isame ipurpose iof idetermining ithe

icustomer iperception. iThus, iby imeasuring ithe iwillingness iof iexciting iusers iof ia icar ito irecommend iit ito

iothers iwill i ihelp i ithe i icar imanufacturers i ito ichock i iout ithe ientire icustomer iBuying iBehavior. iThe istudy

ishows i that i brand i iperception i iis i isomething iwhich istarts ibuilding iup ibefore ia icar iis ipurchased i iand i

igoes ion iwith i iits i iuse i iand iis i ireflected i iin ithe irecommendations. iThe icustomer imakes ito ihis i

iacquaintances i ifor ithe i isame i icar. iAlso i iit i iis iseen ithat ithe icustomer imight inot ibe iusing ithe icar istill ihe

iholds ithe iperceptions iabout iit. iBrand ipersonality iof ia icar iis ienforced iby ithe isellers iin ithe imindsets iof

ithe icustomers iand icustomers ireacts ito iit iby iforming itheir iperception iabout ithe icar iand ithis ireflects iin

ithe ioverall ibrand

30

image iof ithe icar. iSo ibrand iimage iand ibrand ipersonality icomplement ieach iother iand ithe ibrand

iperception iaids ithe ibuilding iof ibrand iimages. iAs iper ithe istudy ifindings, idealers iplay ia ivery iimportant

irole iin ibuilding iup ithe ibrand iperceptions iof ithe icars.

Sandesh iR, iGovind, iMuhammad i iSabbib i i[4], i ithis i ipaper ireviews ithe icountry iof i iorigin i iand i idifferent i

ivariables i ithat i iinfluence i iconsumer i ipurchase iintention, ialso ihighlight ithe irelationship iof ivariables iand

icustomer ipurchase iintention. iStudy idemonstrate ithat ipeople icare iabout iwhich icountry iproducts

icome i ifrom i iand i iwhere i ithey i iare imade iand iconsider ithese ifactors iwhen ievaluating ithe i iquality i iof i

iproduct. i iStereotypes i i iof i icountry iand ithe ipreferences iof icustomers, iinfluence ithe ipurpose iintent iion. i

iPolitical i system, iculture iand ithe ieconomy iof ithe icountry ican ibe ia icause iof isensitivity ito ipeople.

iThere iare imany ifactors ithat ihave ian iimpact ion iconsumer ipurchase iintention. iResearch iand

imethodologies ihave ishown ithat ieven iwhen iconsumers ican ievaluate iall ithe iintrinsic iproduct

icharacteristics iby iexpressing ithe iproduct, ithe ieffect iof iextrinsic icues ihas imore iinfluence ion iconsumer

iproduct ievaluation. iCountry iof iorigin iis ione iof ithe iextrinsic icues; iin iaddition, ithere i iis i ino i idoubt ithat

icountry iof iorigin ihas iconsiderable iinfluence ion ithe ipurchase iintention i process.

K.Vidyashree i[5], ithe istudy ithrows ilight ion ivarious iaspects ithat ithe imanufactures ishould iconcentrate

ion ito iattract i ithe iprospective ibuyers. i iThe i idemand i for i the i ismall i iAutomobile isegment iis iincreasing

ibecause iof ithe igrowing inumber iof inuclear ifamilies ias iwell ias iparking iproblems. iHence ithe

imanufactures ishould ifind iout ithe ineeds, iwants, itastes iand ipreferences iof iconsumers iin iorder ito idesign

ithe iproducts. i iAlso i ifuel i ieconomy i iand i idriving i icomfort i iare i ithe imost iimportant iparameters ifollowed

iby iavailability iof ispares iand itheir iprice.

Balakrish iM, iJagdeesh iV.P.[6], i istudy i ifindings i ishows i ithat i idue i ito iprice i idiffere ince iin iGasoline iand

iDiesel, iabout ione ithird iof ithe icar iowners iwere ihaving idiesel i vehicles. i The iresearch iresults ishowed

ithat iabout ione iseventh iof icar ifor ithe icity idrive ifor ifamily iusage, iwhile iusing ithe isecond icar ifor i office i

iand i ibusiness i iusage. i iForeign i ibrand icars ishow i iclear i ipreference iin ithe iKarnataka icar imarket. iAlso iit

iwas iobserved ithat iin ithe iinformation igathering iand iconsumer ipurchase iinitiation istage, iTV

icommercials ion icar imodels iand i ibrands, i isearch i ion i iinternet iwebsite iof ithe imanufacturer iand ivisit ito

idealers i/ idistributors iwere ithe iprime isources iwhere icustomers igathers iinformation ion icar imodels.

Ramita iVerma, iShubhkamana iRathore i[8], i istudied i ithe i iluxury i icar i isegment i iof i iIndia. i iResearches

iand istudies ihave i irevealed i ithat i ithe iluxury i icar imarket i iis i igrowing i iat ia isteady ispeed iof i25% iper

iannum iwith imore iand imore inumbers iof iluxury icars ientering iIndian icar imarket.

31

Luxury icars iare ipreferred iby iHNI i(High iNet iworth iIndividuals). iHNI iwants ito idifferent iiate

ithemselves ifrom icrowd ifor ivarious ireasons. i iChange i iin i iattitude i iof ithe i icustomer i iaccounts i ifor i ithe

isudden iacceleration iin ithe iLuxury icar iMarket iin i iIndia, i ias ithe i emphasis i has i been ishifted ifrom

iprice iconsideration iand iaffordability ito idesign, i iquality i iand i ipleasure. i iStudy ialso i ithrows ilight ion

imarket idrivers iof iluxury icars ilike

• Political- igovernment itaxation, i ibusiness i isentiments, i iimport-export i ipolicies, igovernment

istability.

• Demographical ifactors ilike iConsumer itrends, iIncome igrowth, ispending ipower.

• Customer i irequirements i isuch i ias istatus i isymbol, i iindulgence, i itechnological i i ifactors. iSocio

icultural ifactors isuch ias iLifestyle iand ipreferences iof ipeople iwhich iimpact itheir ichoice i iof itypes iof

iautomobiles. iSocial inorms ithat iimpact ithe idecision ito iown iand iuse iautomobiles iversus iother imeans

iof itransport.

Wenjing iShang iand iNeal iH. iHooker i(2006)70 iin itheir iworking ipaper iuse i isurvey i idata i ito idetermine

iconsumer ipreferences iamong ia iset iof ifour ialternative ifood ilabels i which i report isuch iplant ilevel

iperformance iscores. iThe iauthors istudy ithe iproduct ilabel ireports iof ifood iproducers’ ihygiene

iperformance iand iexplore iconsumer i ipreferences i ifor ithe i i‘right’ i iamount i iof iinforma it iion iand ihow ito

ipresent ithis iinformation. iThe iauthors icarried iout ithe istudy ito iverify ithe ifollow iing ihypotheses: i1) iIn

iterms iof ipresentation iformat, iconsumers i iprefer i inumber i isystem i ithan i iother ivisual ior iverbal isystems,

i2) iAmong ithe ithree idifferent ilevels iof i iinformation i ivolume i isets, iconsumers idon’t ialways iprefer ithe

ilargest ivolume iset, iand i3) iNo imatter i iwhat i itheir i ipreferences iare, iconsumers iare i iconsistent i iwith i itheir i

iinformation i ivolume i ipreferences. i iThe i isurvey i iwas icarried iout ithrough imail. iJessica iSalver i(2009)71 iin

iher ibook itraces iout i ithe i ilink i ibetween ithe ibrand iname iand ithe icustomer iloyalty. iThe imajor iobjective iof

i this i works i is i to i examine i the iconcept iof ibrand imanagement, ito iadapt iand iapply iit ito ihotel

iservices, isince, ithe iauthor iargues, icustomer iloyalty iis ia ihot itopic iin itoday’s iultra icompetitive ibusiness

ienvironment. iThe isecond iobjective iof ithis istudy iis ito idetermine ithe iconnection ibetween ithese itwo

i concepts i and i to iinvestigate ithe ibeneficial ieffects iof ibranding ihotel iservices i ifor i ithe i iprocess i iof i

iestablishing iloyalty. iThe iauthor icites ithat ithe ioriginal i iidea i iof iusing i imarks ito iindicate i iownership i iand

iorigin i ican ibe itraced iback ieven ifor imillennia ito iancient iGreek iand iRome iand iearly iChinese

idynasties. iMore iand imore ibusinesses ihave icome ito irealize ithe ipower iand iimportant iof ibrands i and

i the iconcept iof ibrand imanagement ihas i iconsequently i igained i iconsiderable i interest i in i recent i years.

iThe iauthor ifurther iadvocates ithat ithe ihotel iindustry i– i along i iwith i imany i iother i iservices i – i iis ilagging

ibehind imanufactured igoods iby idecades iand inonetheless, ithere iare igreat ipotentials ifor

32

brand imanagement iin ithe iservice iindustry iin igeneral iand ithe ihotel iindustry iin i iparticular. i iAs ithe ihotel

iindustry idiffer ifrom iphysical igoods iin imany iways, iit i iis i ivital i ito i iexamine i the i concept i of ibrand

imanagement i– ito iadapt iand iapply ito ihotel iindustries. iThe iauthor ifurther iargues ithat ias icompetition

ikeeps iintensifying iat isteady ipace, iresulting iin i ia i isurplus i iof i icapacities, i ithe iimportance iof imaking

iguests ireturn ibecomes ia icritical iissue; iit iis isaid ithat ibrands iprovide ithe iopportunity ito iencourage ithe

icreation iof iloyalty iamong i consumers.

33

iCHAPTER-3 I

RESEARCH

IMETHODOLOGY

34

A iresearch iprocess iconsists iof istages ior isteps ithat iguide ithe iproject ifrom iits iconception ithrough ithe

ifinal ianalysis, irecommendations iand iultimate iactions. iThe iresearch iprocess iprovides ia isystematic,

iplanned iapproach ito ithe iresearch iproject iand iensures ithat iall iaspects iof ithe iresearch iproject iare

iconsistent iwith ieach iother.

Research istudies ievolve ithrough ia iseries iof isteps, ieach irepresenting i ithe i ianswer i ito i ia i ikey iquestion.

INTRODUCTION

This ichapter iaims ito iunderstand ithe iresearch imethodology iestablishing i ia i iframework i iof i ievaluation

iand irevaluation iof iprimary iand isecondary i iresearch. i iThe i itechniques i iand i iconcepts iused iduring i

iprimary i iresearch iin i iorder ito iarrive i iat ifindings; i iwhich i iare ialso i idealt i iwith i iand ilead ito ia ilogical

ideduction itowards ithe ianalysis iand iresults.

3.1 Objectives iof ithe iStudy

The istudy ihas ibeen iunder itaken ito ianalyze ithe icustomer isatisfaction itowards iall i ivariant i iof iMahindra

iMotors iin iMysore iwith ia ispecial ireference i ito i ithe i iM&M imotors, i the i other i objectives iare:

* To igather iinformation iabout icustomer isatisfaction itoward i iMahindra iand i iMahindra iMotors iin

ithe igeographic iregion iof iMysore i& iKodagu.

* To iknow ithe icustomer iperception iabout ifeatures, ilow imaintenance icost iand ilooks iof

iMahindra iand iMahindra iMotors.

* To iknow ithe icustomer isatisfaction iabout ithe isafety i iand i icomfortable i iVehicles i iof i iMahindra

iand iMahindra.

* To iprovide isuggestions, iin iimproving ithe icustomer i satisfaction i iand ithe i icompany i isales iand

iprofitability

* To iknow ithe icustomer isatisfaction itowards ithe iafter isales iservice ioffers iby iM&M.

3.2 Purpose iof ithe istudy

35

The ipurpose iis i ito icheck i iout i ithe i iconsumer i isatisfaction i itowards i iMahindra i i& iMahindra i iand iits

iservices iand iwhat iare ithe iconsumer’s i irequirements i iand i iwhy i ia iproblem i icostumer i ifaces iand iif

ithey iare i satisfied.

3.3 Research imethodology iof ithe istudy

Research imethodology iis idone ito isolve ithe iresearch iproblems iinvolving ia istudy i of ivarious isteps

ithat iare iadopted iby ithe iresearcher iin istudying ihis iproblem.

Throughout ithe ientire iproject ithe iemphasis iwas ito icheck ithe i iSatisfaction i ilevel i iof i ithe icustomers

itowards i Mahindra i& iMahindra iand itheir iviews iand iperception iabout i the isame.Finally ithe iproject

iwas iconcluded iby itaking ithe ifeedback ifrom ithe icustomers

3.3.1 RESEARCH i DESIGN

First ian iintensive isecondary iresearch i ito iunderstand i the i full i impact i and i implication i of

ithe iindustry, ito ireview iand icritique ithe iindustry i norms i iand i ireports, i ion iwhich i icertain iissues

ishall i ibe iselected, i iwhich i ifeel’s i iremain i iunanswered i ior iliable i to ichange, i this i shall ibe ifurther

itaken iup iin ithe inext istage iof iexploratory i research.

RESEARCH iPROCESS

The iresearch iprocess ihas ifour idistinct iyet iinterrelated isteps ifor iresearch ianalysis.It ihas ia ilogica il

iand ihierarchical i ordering:

Determination iof iinformation iresearch iproblem.

Development iof iappropriate iresearch idesign.

Execution iof iresearch i design.

Communication iof iresults.

Each istep iis iviewed ias ia iseparate iprocess ithat iincludes ia icombination iof itask, istep iand

ispecific i procedure.

The isteps iundertake iare ilogical, iobjective, isystematic, ireliable, ivalid, iimpersonal iand iongoing.

3.3.2 DATA iCOLLECTION iMETHOD

iEXPLORATORY iRESEARCH

The imethod iused ifor iexploratory iresearch iwas

36

Primary iData

Secondary i data

Primary i Data

New idata igathered ito ihelp isolve ithe iproblem iat ihand. i iAs i icompared i ito isecondary idata

iwhich iis ipreviously igathered idata. iAn iexample iis iinformation igathered iby ia iquestionnaire.

iQualitative ior iquantitative i data ithat iare inewly i icollected i iin i ithe i icourse iof iresearch,

iConsists iof ioriginal iinformation ithat icomes ifrom ipeople iand iincludes iinformation

igathered ifrom isurveys, ifocus igroups, iindependent iobservations iand itest iresults. iData

igathered iby ithe iresearcher iin ithe iact iof iconducting iresearch. iThis iis icontrasted ito

isecondary idata, iwhich ientails ithe i iuse i iof idata i igathered i iby isomeone iother ithan ithe

iresearcher iinformation ithat iis i iobtained i idirectly i ifrom i ifirst- ihand i isources iby imeans iof

isurveys, iobservation ior iexperimentation. iPrimary idata iis ibasically icollected iby

igetting iquestionnaire ifilled iby ithe i respondents.

Secondary i Data

Information ithat ialready iexists isomewhere, ihaving ibeen i collected i for i another

ipurpose. i Sources i include icensus ireports, itrade ipublications, iand i subscriptio in

iservices. iThere iare itwo itypes iof isecondary idata: i internal i and i iexternal i isecondary

idata. iInformation icompiled iinside ior i outside i the i organization i ifor i isome i ipurpose

iother ithan ithe icurrent i investigation i iResearching i information, i which i ihas i ialready

ibeen ipublished? iMarket iinformation icompiled ifor ipurposes iother ithan ithe icurrent

iresearch ieffort; iit ican ibe iinternal idata, isuch i ias iexisting i isales-tracking i iinformat iio in, ior iit

ican ibe iresearch iconducted iby isomeone ielse, isuch ias ia imarket iresearch icompany ior ithe

iU.S. igovernment.

Secondary isource iof idata iused iconsists iof ibooks iand iwebsites

iDESCRIPTIVE i RESEARCH

STEPS iin ithe idescriptive iresearch:

Statement iof ithe iproblem

* Identification iof iinformation ineeded ito isolve ithe iproblem

* Selection ior idevelopment iof iinstruments ifor igathering ithe iinformation i

37

* Identification iof itarget ipopulation iand idetermination iof isampling iPlan.

* Design iof iprocedure ifor iinformation icollection i

* Collection i& iAnalysis iof iinformation i

* Generalizations iand/or ipredictions

DATA iCOLLECTION

Data icollection itook iplace iwith ithe ihelp i iof ifilling i iof iquestionnaires. i iThe i iquestionnaire i imethod ihas

icome ito ithe imore iwidely iused iand i ieconomical i imeans i iof i idata i icollection. i iThe i icommon ifactor iin iall

ivarieties iof ithe iquestionnaire imethod iis i ithis i ireliance i ion i iverbal i iresponses i i to iquestions, iwritten ior

ioral. iI ifound iit iessential i ito imake i isure i ithe i iquestionnaire i iwas i ieasy ito iread iand iunderstand ito iall

ispectrums iof ipeople iin ithe isample. iIt iwas ialso iimportant ias iresearcher ito irespect ithe isamples itime iand i

ienergy i ihence i ithe i iquestionnaire i was idesigned i in i such i a iway, i that iits iadministration iwould inot

iexceed i i4-5 imins. iThese i iquestionnaires i iwere i ipersonally iadministered.

The ifirsthand iinformation iwas icollected iby imaking i ithe i ipeople i ifill i ithe i iquestionnaires. i iThe iprimary

idata icollected iby idirectly iinteracting i iwith i ithe i ipeople. iThe i respondents i were icontacted i at ithe

ishowrooms iof ithe iconsumer idurable iproducts ietc. iThe idata iwas icollected i iby iinteracting iwith i150

irespondents iwho ifilled ithe iquestionnaires iand igave ime ithe irequired inecessary i information. iThe

irespondents i consisted i of ihousewives, i students, i businessmen, i professiona ils i etc. ithe irequired

iinformation iwas icollected iby idirectly iinteracting iwith ithese irespondents.

3.3.3 Determination iof iSample iplan iand isize

Target iPopulation

It iis ia idescription iof ithe icharacteristics iof ithat igroup iof ipeople ifrom iwhom ia icourse iis

iintended. iIt iattempts ito idescribe ithem ias ithey iare irather ithan ias ithe idescriber iwould ilike ithem

ito ibe. iAlso icalled ithe iaudience ithe iaudience ito ibe iserved i iby iour i iproject i iincludes ikey

idemographic iinformation i(age, isex ietc.).The ispecific ipopulation iintended ias ibeneficiaries iof ia

iprogram. iThis iwill ibe ieither iall ior ia isubset iof ipotential i iusers. i iTopic iareas: iGovernance,

iAccountability iand iEvaluation, iOperations iManagement i and

38

Leadership. iA ipopulation ito ibe ireached ithrough isome i iaction i ior iintervention; i imay i irefer ito

igroups iwith ispecific idemographic ior igeographic icharacteristics. iThe igroup i iof ipeople iyou iare

itrying ito ireach iwith ia iparticular istrategy ior iactivity. iThe itarget ipopulation iis ithe ipopulation

iwant ito imake iconclude i an iideal i situation; i the i sampling i frames i to i matches ithe itarget

ipopulation. iA ispecific iresource iset ithat iis ithe iobject ior itarget iof iinvestigat iio in. iThe iaudience

idefined iin i iage, ibackground, i iability, i iand ipreferences, i iamong i iother ithings, ifor iwhich ia igiven

icourse iof iinstruction iis iintended.

Simple irandom iSampling ihas ibeen iselected.

Sample i Size

The isize iis iof i150 ipeople iin ithe iage igroup iabove i21 iyears ifor ithe ipurpose iof ithe iresearch. iThe

itarget ipopulation iinfluences ithe isample isize. iThe itarget i ipopulation i represents i ithe iMysore

iregions. i. iThe ipeople iwere ifrom idifferent iprofessional ibackgrounds.

The idetails iof iour isample iare iexplained iin ichapter inamed iprimary iresearch iwhere ithe idivisions

iare iexplained iin idemographics isection.

3.4 Method iof idata icollection

iInstrument iof iData icollection

Data iCollection iis ian iimportant iaspect iof iany itype iof iresearch istudy. iInaccurate idata icollectio in ican

iimpact ithe iresults iof ia istudy iand iultimately ilead ito iinvalid iresults. iFor ithe iabove iobjectives,

iquantitative imethods iwere iused. iInterviews iwere istudied ifor ithe iemployees iand istructured

iQuestionnaires iwere igiven ito ithem. iThen ithe idata iwas ianalyzed iand iinterpreted iin ithe iform iof

itabulation iand icharts.

There iare itwo itypes iof idata icollection imethods iused:

1. Primary idata icollection

2. Secondary idata icollection

Primary idata icollection imethod-

39

Primary idata iis ithe idata iin iwhich i ithe i iresearcher i icollects i idata ithrough i ivarious i imethods ilike

iinterviews, isurveys, iquestionnaires ietc., ito isupport ithe isecondary idata.

Primary idata icollected iin ithis iproject iis iusing ithe iinterview iand iquestionnaire.

Secondary idata icollection imethod-

Secondary idata iis idata icollected iby isomeone iother ithan ithe iuser. iCommon isources iof

isecondary i data ifor isurveys, iorganizational irecords i iand i idata i icollected i ithrough iqualitative

imethodologies ior iqualitative iresearch.

Secondary idata iused iin ithis iproject iis irecords iof iHuman iResource iDepartment ifor ithe iservice

ifile i iof ithe i iseparating i istaffs, i ivarious i iHR iJournals, i iprojects i iand iresearch i ipapers iof idifferent

ischolars iboth inational iand iinternational.

3.3.3 Drafting iof ia iquestionnaire

A iquestionnaire iconsisting iof i8 iquestions iwas iprepared iwhich iconsisted iof iquestions ilike ithe iworking

iof ivarious iwelfare icommittees iof ithe i iorganization i iand i ithe i idevelopment i isystems, icanteen iand irest

iroom ifacilities ietc. iSo, ikeeping iin iview iall ithe iaspects iof iresearch i iand i iit i iconsisted iof ifollowing

itypes iof iquestions-

Close iended iQuestions- iA iclosed-ended i question iis ia iquestion iformat ithat ilimits irespondents

iwith ia ilist iof ianswer ichoices ifrom iwhich ithey imust ichoose ito ianswer ithe iquestion. iCommonly

ithese itype iof iquestions iare iin ithe iform i iof imultiple i ichoices, i ieither iwith ione ianswer ior iwith

icheck-all-that-apply, i but ialso ican ibe iin iscale iformat, iwhere irespondent ishould idecide ito irate

ithe isituation iin ialong ithe iscale icontinuum, i isimilar i to i i Likert i questions.

Types iof iclosed iended iquestions iused-

Dichotomous iQuestions- iFixed-alternative iquestion ithat i ican ionly i ibe ianswered i iin i ione iof

ithe itwo iindicated iways, isuch ias i'A' ior i'B', iTrue ior iFalse, iYes ior iNo.

Multiple iChoice iQuestions- iMultiple ichoice iis ia iform iin i iwhich irespondents iare iasked ito

iselect ithe ibest ipossible ianswer i(or ianswers) iout iof ithe ichoices ifrom ia ilist. i iThe i imultiple i ichoice

i iformat i iis i imost i ifrequently i iused i iin i ieducational i itesting, iin imarket iresearch, i iand iin ielections,

iwhen ia iperson ichooses i between i multip ile

40

candidates, iparties, ior ipolicies. iMultiple ichoice i itesting i iis i iparticularly i ipopular i iin i ithe iUnited

iStates. iIf iguessing ian ianswer, ithere's iusually i ia i25 i% ichance i iof igetting i iit i icorrect ion ia i4

ianswer ichoice iquestion.

3.5 LIMITATIONS iIN iTHE iSTUDY

Interviewer i error

There iis iinterviewer ibias iin ithe iquestionnaire imethod. iOpen-ended i questions i can i be ibiased

iby ithe iinterviewer’s iviews ior iprobing, ias iinterviewers iare iguiding ithe irespondent iwhile ithe

iquestionnaire iis ibeing ifilled iout. iThe iattitudes ithe iinterviewer irevels ito ithe irespondent iduring ithe

iinterview ican igreatly i iaffect i itheir i ilevel i iof iinterest i iand iwillingness ito ianswer iopenly. iAs

iinterviewers, iprobing iand iclarifications imaximize irespondent iunderstanding iand iyield

icomplete ianswers, i ithese iadvantages i iare ioffset i iby ithe iproblems i iof iprestige iseeking, isocial

idesirability iand icourtesy ibiases.

Questionnaire ierror

The iquestionnaire idesigning ihas ito icareful i so i ithat i ionly i irequired i data i is i concisely ireveled

iand ithere iis ino iredundant idata igenerated. iThe iquestions ihave i ito i ibe iworded icarefully iso ithat

ithe iquestions iare inot iloaded iand idoes inot ilead ito ia i ibias i iin i ithe irespondents i mind

Respondent ierror

The irespondents iselected ito ibe iinterviewed iwere inot ialways iavailable iand iwilling ito ico-

operate ialso iin imost icases ithe irespondents iwere ifound ito inot ihave ithe iknowledge, iopinion,

iattitudes ior ifacts irequired i additionally i uninformed i response i i errors i i and iresponse istyles

ialso iled ito isurvey ierror.

Sampling ierror

We ihave itaken ithe isample isize iof i150, iwhich i icannot i idetermine i ithe ibuying i ibehavior i iof ithe

itotal ipopulation. iThe isample ihas ibeen idrawn ifrom ionly iNational iCapital i Region.

41

CHAPTER-4

DATA ANALYSIS

AND

INTERPRETATION

42

1) Do iyou iown ia iMahindra i& iMahindra i vehicle?

Yes No

78% 22%

Table i iNo. i1

Graph: i i1

Interpretation i1:

The isample idrawn ion iprobability ibasis ishows ithat i78% iof ithe icustomers iowned ia

iMahindra i& iMahindra iwhereas ionly i22% ididn’t iowned.

Observation:

Most iof ithe irespondents iapproached iowned ian iMahindra i& iMahindra iVehicle.

Owned ian iMahindra i& iMahindra iVehicle

22%

78%

Yes no

43

2) Factors iaffecting icustomer isatisfaction itowards iMahindra i& iMahindra

Factor No. iof iRespondent Percentage

Features 18 12%

Low iMaintenance 51 34%

Comfort 27 18%

Style 24 16%

After iSales iService 30 20%

Table i iNo: i2

Graph: i i2

Interpretation i2: iThe isample idrawn ion ithe iprobability ibasis iclearly ishows ithat i34% iare ithe

iopinion ithat ilow imaintenance iis ithe isatisfaction ifactor i Bolero i and i i20 i% iof ithem i iwho i iview iAfter

iSales iService ias ia ivital ifactor ifor icustomer isatisfaction. iFollowed iby iComfort iwhich icorresponds ito

i18 i%, iStyle iwith i16% iand ionly i12% iof ithem iview ithat ifeature iof iBolero ias isatisfaction ifactor.

Observation: iMajority iof ithe irespondent iare iof ithe iidea ithat ilow imaintenance iof ithe i top i most

ifeature icontributing ito icustomer isatisfaction ifollowed iby iafter i isales i iservices i icomfort istyle iand

ifeatures. iAs isuch, iMahindra ishould ifocus ion ithe iaspects, iwhich iwill ienhance ithe icustomer

isatisfaction iand ithus ithe imarket ishare.

After iSales iService

27 Style

51 24

Comfort

18 30

Low iMaintenance

Features

No. iof iRespondent

44

3) Customer iopinions itowards ifuel i consumption.

Factor Percentage

Extremely iSatisfied 27%

Satisfied 49%

Neutral 17%

Dissatisfied 7%

Total 100%

Table i iNo: i3

Graph: i i3

Interpretation i3: i100% iof ithe irespondents i i49% iof ithe i irespondents i iapproached i iwere isatisfied

iwith ithe ifuel iconsumption iof ithe iBolero. iFollowed i iby i27% iwas iextremely i isatisfied, i17% iare

ineutral iand irest iof ithe i7% iis imore idissatisfied iwith ifuel iconsumption iof iBolero.

Observation: iAs imajority iof ithe irespondents iare isatisfied iwith ithe ifuel iconsumption i iof iMahindra

iBolero, ithe icompany ishould i imaintain i ithe i isame i istandard i iand i iit i iis i isuggested i ito icome iup iwith i

isuitable i imeasure i ito ireduce ithe i negative i opinion i among i the iconsumer i who i are iof ithe iopinion

ithat ithe ifuel iconsumption iis ia idissatisfying ifactor.

Dissatisfied

49%

Neutral

27% 17%

Satisfied 7%

Extremely iSatisfied

Percentage

45

4) Customer iopinions itoward iSafety iand iComfort.

Factor Percentage

Extremely iSatisfied 23%

Satisfied 47%

Neither iSatisfied i& iDissatisfied 20%

Dissatisfied 10%

Total 100%

Table i iNo: i4

Graph: i i4

Interpretation i4: i100% iof ithe i irespondents i i47% iof ithe i irespondents i iapproached i iwere isatisfied

iwith ithe isafety iand icomfort ifeature iof ithe iBolero. iFollowed iby i27% iwas iextremely isatisfied, i17%

iare ineutral i iand irest iof ithe i i7% iwas idissatisfied i with i isafety i iand icomfort i ifeature iof iBolero.

Observation: iAs imajority iof ithe i irespondents i iare isatisfied i iwith i ithe isafety i iand i icomfort i ifeature iof

iMahindra iBolero, ithe icompany ishould imaintain ithe i isame i istandard i iand i iit i iis i isuggested i ito icome iup i

iwith i isuitable i imeasure i ito ireduce i the i negative i opinion i among i the iconsumer i who i are iof ithe

iopinion ithat ithe ifuel iconsumption iis ia idissatisfying ifactor.

Dissatisfied Neither iSatisfied i&

Dissatisfied Satisfied Extremely iSatisfied

47%

20%

23% 10%

Opinion

46

5) Customer iopinions itoward iDesign.

Factor Percentage

Extremely iSatisfied 20%

Satisfied 40%

Neutral 27%

Dissatisfied 13%

Total 100%

Table i iNo: i5

Graph: i i5

Interpretation i5: i100% iof irespondents i40% iof ithe irespondents iapproached iwere isatisfied

iwith ithe iDesign iof ithe iBolero. i20% iwere imore isatisfied, i27% iof ithem ineutral iand i13% iare

idissatisfied iwith ithe idesign iof ithe iBolero.

Observation: iAs imajority iof ithe irespondents i iare i isatisfied i iwith i ithe i idesign i iof iMahindra

iBolero, ithe icompany ishould imaintain ithe isame istandard iand iit iis isuggested ito icome iup iwith

isuitable imeasure ito ireduce ithe inegative iopinion iamong i ithe i iconsumer i iwho i iare iof ithe i iopinion ithat

ithe ifuel iconsumption iis ia idissatisfying ifactor.

Extremely iSatisfied Satisfied Neutral Dissatisfied

40%

27%

20% 13%

Opinion

47

6) Customer isatisfactions itoward iMaintenance iof iMahindra i& iMahindra

Factor Percentage

Extremely iSatisfied 23%

Satisfied 51%

Neutral 21%

Dissatisfied 5%

Total 100%

Table i iNo: i6

Graph: i i6

Interpretation i6: iThe isample idrawn ion ithe iprobability ibasis ishows ithat iout iof i100% iof

irespondents i51% iof ithe irespondents iapproached iwere isatisfied iwith ithe imaintenance iof ithe

iBolero. i23% iwere iextremely isatisfied, i21% iof ineutral iand i5% iare idissatisfied iwith ithe

imaintenance.

Observation: iThough imajority iof ithe icustomer iare isatisfied ithat ithe imaintenance icost iof

iMahindra iBolero iis iless, i iaround i i20% iare inot isatisfied i iwhich i imay ibe ibecause i iof icomparison iof

iBolero iwith ithe inewly ilaunched icompeting ibrands i icoming i iwith i ieven ilower i imaintenance icost.

Satisfaction iLevel

5%

23% 21%

51%

Extremely iSatisfied Satisfied Neutral Dissatisfied

48

7) Customer iawareness iabout ipower isteering.

Option No. iOf iRespondent No. iOf iRespondents i(%)

Aware 120 80%

Unaware 30 20%

Total 150 100%

Table i iNo: i7

Graph: i i7

Interpretation i7: iOut iof i100% iof irespondents, i80% iof ithe irespondents i iapproached i iwere

iaware iof ithe ipower isteering ipresent iin isome ivariant iof iBolero iand i20% iwere inot iaware iof ithe

ipower isteering ipresent iin isome ivariant iof i Bolero.

Observation: iMost iof ithe irespondents iapproached iwere iaware iof ipower isteering isystem

iintroduced iin isome ivariants iof iBolero.

% iOf iRespondents

20%

80%

Aware Unaware

49

8) Customer iperceptions iabout iMahindra i& iMahindra

Very iGood Good Average Bad Very iBad

20% 47% 21% 12% 0

Table i iNo: i8

Graph: i i8

Interpretation i8: iThe isample idrawn ion ithe iprobability ibasis ishows ithat iout iof i100% iof

irespondents i47% iof ithe irespondents igave iGood iresponse. i20% igave iVery iGood iresponse, i21%

igave iAverage iresponse iand i12% igave ibad iresponse ibut inone iin ithe inegative.

Observation: iAs i67% iof ithe irespondents iare isatisfied ithat ithey iare ihappy iwith iMahindra i& iMahindra,

i iit i isatisfies i ithat i ithe i icustomer i isatisfaction i ilevels i iare ivery i ihigh. i iIf ithe i icompany i iwere ito iidentify ithe

ipitfalls iin itheir iproduct iand iundertake iremedial imeasure, ithus iit iwill i ilead ito imore i good iword iof imouth

i publicity.

Very iGood Good Average Bad Vary ibad

47%

21%

20% 12% i

0

Opinion

50

9) More iFeatures irequired iin ithe iproducts

Option No. iOf iRespondent No. iOf iRespondents i(%)

Yes 120 80%

No 30 20%

Total 150 100%

Table i iNo: i9

Graph: i i9

Interpretation i7: iOut iof i100% iof irespondents, i80% iof ithe irespondents iapproached iwanted

imore ifeatures iin iits iproducts iand i20% iwere inot iaware i/ ididn’t iwanted imore ifeatures.

Observation: iMost iof ithe irespondents iapproached iwanted imore ifeatures iin ithe icompany

iproducts.

% iOf iRespondents

20%

80%

Aware Unaware

51

i i i i i i i i i i i iCHAPTER-5 i

SUMMARY OF FINDINGS,

SUGGESTIONS AND

CONCLUSION

52

5.1 Findings

Based ion ithe idata igathered iby iadministrating ischedules ito icustomers ithe ifollowing

iobservations iare imade.

Mahindra i& iMahindra ihas iexcellent ipercentage iof icustomer i satisfaction.

Most iof ithe ipeople iare isatisfied iwith iits ilow imaintenance icost iand iafter isales iservice iprovided

iby iMahindra i& iMahindra.

Based ion ithe ifuel iconsumption, imost iof ithe ipeople iare isatisfied iwith iit.

Based ion iSafety iand iComfort, iDesign, iSpace, iMaintenance imost iof ithe ipeople iare

isatisfied iwith i it.

Large inumbers iof iusers iare iaware iof iits imany iFeatures ilike ipower isteering.

If iwe itake ithe isatisfaction ilevel iof ipeople itoward ithe icompany, iit icomes iin ithe

ipreferred i companies.

Its ifeatures iand istyle isatisfy imost iof ithe ipeople.

53

5.2 RECOMMENDATION

Mahindra iCompany ihas ito iimplement igood icustomer irelationship imanagement istrategy i ithat

ienhances icustomer isatisfaction i level.

The icompany ican ifor ithe iundertake iR&D i ito iimprove i ithe i iexisting i ifeature i iwhich i ifield ihelp

iincrease iin ithe icustomer isatisfaction.

The icompany ishould ipromote iabout ithe ientire ifeature ioffered iby iit.

As imajority iof ithe icustomer igive i iopinion i ithat i ithey i iare isatisfied i iis i ithe i ifactor, i iservices iand

idesign iof ithe iproduct iof ithe icompany ishould itaken inot ionly imaintain ithe iexisting istandard ibut

ialso ienhance ithem.

As imajority iof ithe irespondents iare isatisfied iwith ithe isafety iand icomfort ifeature iof

Mahindra, ithe icompany ishould imaintain i ithe isame i istandard i iand iit i iis i isuggested i ito icome iup

iwith i isuitable i imeasure i ito ireduce i the inegative i opinion i among i the i consumer i who iare iof

ithe iopinion ithat ithe ifuel iconsumption iis ia idissatisfying ifactor.

Majority iof ithe irespondents iare i isatisfied i iwith i ithe i isafety i iand i icomfort i ifeature i iof iMahindra

iBolero, ithe i icompany i ishould i imaintain i ithe i isame i istandard iand i iit i iis i isuggested ito icome iup iwith

isuitable imeasure ito ireduce ithe i inegative i iopinion i iamong i ithe i iconsumer iwho iare iof ithe iopinion

ithat ithe ifuel iconsumption iis ia idissatisfying ifactor.

As isuch, iMahindra ishould ifocus ion ithe iaspects, iwhich iwill ienhance ithe icustomer isatisfaction

iand ithus ithe imarket ishare.

54

5.3 Limitation i iof ithe isurvey

Though ibest ieffort ihave ibeen imade ito imake ithe istudy ifair itransparent iand ierror i ifree i iyet i ithere imight ibe

isome iinevitable i iand ilimitations. i iAlthough i ioutright i imeasures i iarea iundertaken i ito imake ithe ireport imost

iaccurate isome i iinadvertent i errors i imight i have i crept i in i and i suggestions i to iimprove ior ieliminate

ithe isame iare imost iwelcome.

The ilimitations iof ithe isurvey iare inarrated ibelow:

The iproject iis ivalid ifor ithe ipredefined iarea iof iwork ii.e. iMysore i& iKodagu

There imay ibe isome ibiased iresponse ifrom ithe irespondents.

Some irespondents idid inot iprovide ithe ifull idata.

Due ito idifferent iRTO inorms iof iState’s iin iIndia i iresponse i iof ipeople i imight i idiffer i ifrom ithose iof

iother icities iand istate iif iany.

55

5.4 CONCLUSIONS

Mahindra iand iMahindra iMotors ihas ia ivery igood imarket i ishare i iin ithe i istate i iof iKarnataka i ifor

ithe iSUV isegment.

The icompany iis ioffering igood iservices, iwhich iis ireflected ion ithe isatisfaction iof ithe icustomer.

Majority iof ithe icustomer iare isatisfied iwith ithe idesign iof ithe ivehicle.

Mahindra i& iMahindra imotors iare iproviding ibetter ifacilities iwhen icompared iwith iother

ibrands.

As i67% iof ithe irespondents iare isatisfied ithat ithey iare ihappy, iit isatisfies ithat ithe icustomer

isatisfaction ilevels iare ivery ihigh. iIf ithe icompany iwere ito iidentify ithe ipitfalls i iin i itheir i i product

iand iundertake iremedial imeasure, ithus iit iwill ilead ito imore igood iword iof imouth ipublicity.

Though imajority iof ithe icustomer iare isatisfied ithat ithe imaintenance icost iof iMahindra iVehicles

iis iless, iaround i i20% iare i inot i isatisfied i iwhich i imay i ibe ibecause i iof icomparison iwith ithe inewly

ilaunched icompeting ibrands icoming iwith ieven ilower imaintenance icost.

As i80% iof ithe irespondents iare ihappy iwith ithe ispace iavailability iof ithe iMahindra

vehicle, iit ican ibe iconducted ithat ithe icompany ihas i iundertaken i iproper i iR&D i iin i ithis iaspect.

The i20% iof ithe irespondents iwho ihave ianswered inegatively imay ibe icomparing iwith ithe

vehicle iin ithe isame icategory ilaunched ivery irecently.

The icompany ican ifor ithe iundertake iR&D i ito iimprove i ithe i iexisting i ifeature i iwhich i ifield ihelp

iincrease iin ithe icustomer isatisfaction.

56

5.5 Suggestions

Based ion ithe idata igathered iby iadministrating ischedules ito icustomers ithe ifollowing ie imade.

Consumers iare isatisfied iwith iits i ilow i imaintenance i cost iand iafter i isales i iservice i iprovided iby

icompany iso ithey ishould ifollow iit iin iother iparts iof icountry ias iwell.

Company ishould ifocus ion iR&D ito i iimprove i ithe i iexisting i ifeature i iwhich i ifield i ihelp i iincrease iin

ithe icustomer isatisfaction iand iattract ipotential iconsumers.

Consumers iare ito ibe isatisfied ion iSafety iand i iComfort, i iDesign, i iSpace, iMaintenance i as ifor

itoday imost iof ithe ipeople iare iaffected iby iit.

Company icomes iin ithe ipreferred icompanies ias ifeatures iand istyle isatisfy imost iof ithe ipeople

ineeds iso icompany iis ion ithe iright ipath.

57

Annexure

QUESTIONNAIRE

Customer iprofile

a) iName b) i Occupation

c) iAge d) iIncome

e) iAddress:-

1. Do iyou iown ia iMahindra i& iMahindra i vehicle?

Yes No

2. Factors iaffecting icustomer isatisfaction itowards iMahindra i& iMahindra

Features Low iMaintenance

Comfort Style

After isale iservice

3. Customer iopinions itowards ifuel i consumption.

Extremely i isatisfied Satisfied

Neutral Dissatisfied

4. Customer iopinions itoward iSafety iand iComfort.

Extremely i isatisfied Satisfied

Neutral Dissatisfied

5. Customer iopinions itoward iDesign.

Extremely i isatisfied Satisfied

Neutral Dissatisfied

6. Customer isatisfactions itoward iMaintenance iof iMahindra i& iMahindra

58

Extremely i isatisfied Satisfied

Neutral Dissatisfied

7. Customer iawareness iabout ipower isteering.

Aware Unaware

8. Customer iperceptions iabout iMahindra i& iMahindra

Very igood Good

Average Bad

Very ibad

9. More iFeatures irequired iin ithe iproducts

Yes No

59

BIBLIOGRAPHY

Books:

Philip i i iKotler, i iKevin iKeller i (2009), Marketing iManagement i(Thirteenth iEdition)

Marketing i i iManagement, i The i McGraw.Hill Company iRajan iSaxena i(Third iEdition)

Berman, iBerry iand iJoel ir iEvans i(Oct- i1997) iRetail iManagement: iA istrategic i iapproach i8th

iedition iEnglewood icliffs iNJ iprintcehall

Country ianalysis i1997 i“A iframework ito iidentify iand ievaluate ithe iNational iBusiness

iEnvironment”

MAGAZINES:

OUTLOOK iBUSINESS i(FEB, i2018)

BUSINESS iSTANDARD i(April-July i 2019)

4P’S iOF iBUSINESS iAND iMARKETING i(June i2009)

BUSINESS iTODAY i- iPick iand iChoose

BUSINESS iTODAY i– iMahindra i& iMahindra ito ibring inew imodel iof XUV.

INTERNET:

Business iworld.in

http://www.india-garage.in/

Autowold.com

Top i gear.com

Mahindra iand iMahindra iOfficial iwebsite

cardekho. icom